Examines the impact of technology, generational shift, and apathy as key driving forces of change. Puts forward a POV on the real problems facing agencies and brands operating in this "age of embarrassment" powered by the misuse of technology.
Disrupting in the digital era: key traits of an evolution of disruptive innov...Andrea Paraboschi
Ā
The goal of this presentation is to investigate how the digital revolution is impacting the way in which disruptive innovation unfolds. The main theoretical traits of disruptive innovation are presented; then, the key dynamics ignited by the pervasive effects of digitalization are introduced and described. Furthermore, a case-study on the Transportation Network Company UBER as the taxicab industry disruptor is presented, highlighting the key elements that are characterizing the company as a digital-enabled disruptor.
We live in a world where phones are no longer āphonesā in the way we once used them. Now, theyāre electronic windows into new worlds connecting people, information, and things, and ushering in a new generation of expectations and behaviors along the way.
Human-Centred Organisations prevent shareholders from feeling overwhelmed by structure. Theyāre obsessed with the journeys taken by their customers, employees, partners, and those taken by ācitizensā, and so theyāre better able to create shared value for the company shareholders as well as society at large.
The traditional brick-and-mortar business model is no longer the only option for the aspiring entrepreneur. Many of todayās greatest successes belong to those who have captured the power of the viral loop by designing products and services that spread themselves through the channels of the Internet, propelled by word-of-mouth recommendations.
The Next Modern Commerce Disruption: A Blueprint to Win in the Age of Persona...Brian Solis
Ā
Beyond driving for revenues, modern businesses must consider the human quotient in all they do. This means
a human-centered engagement infrastructure that
builds relationships with customers digitally through meaningful value, connections, and communications. Smart technology engagement platforms combined with customer-first mindsets can re-imagine customer journeys not only to compete for the future, but also relevance
in every moment that matters to customers. Thatās the important aspect about the human quotientāit plugs brands into the exact moments that matter to custom- ers. Highly personal touch points are instrumental in guiding the next steps of customers closer to, or further away from, a brand now and forever. These meaningful moments require modern forms of engagement that prioritize one-to-one personalization, context consider- ation, cross-channel communication, and right time/right place/right message delivery at scale. Just because your brand is winning today doesnāt mean that future shock isnāt on the horizon. Plan for it. The clock is ticking.
[Salterbaxter Directions] Human Rights - The Time is NowMSL
Ā
Is your business up to speed on the risks and opportunities of human rights issues?
Learn from the early adopters of the UN Guiding Principles Reporting Framework and get ahead of the game.
For more information, connect with @salterbaxterMSL or reach out to us on Twitter @msl_group.
Disrupting in the digital era: key traits of an evolution of disruptive innov...Andrea Paraboschi
Ā
The goal of this presentation is to investigate how the digital revolution is impacting the way in which disruptive innovation unfolds. The main theoretical traits of disruptive innovation are presented; then, the key dynamics ignited by the pervasive effects of digitalization are introduced and described. Furthermore, a case-study on the Transportation Network Company UBER as the taxicab industry disruptor is presented, highlighting the key elements that are characterizing the company as a digital-enabled disruptor.
We live in a world where phones are no longer āphonesā in the way we once used them. Now, theyāre electronic windows into new worlds connecting people, information, and things, and ushering in a new generation of expectations and behaviors along the way.
Human-Centred Organisations prevent shareholders from feeling overwhelmed by structure. Theyāre obsessed with the journeys taken by their customers, employees, partners, and those taken by ācitizensā, and so theyāre better able to create shared value for the company shareholders as well as society at large.
The traditional brick-and-mortar business model is no longer the only option for the aspiring entrepreneur. Many of todayās greatest successes belong to those who have captured the power of the viral loop by designing products and services that spread themselves through the channels of the Internet, propelled by word-of-mouth recommendations.
The Next Modern Commerce Disruption: A Blueprint to Win in the Age of Persona...Brian Solis
Ā
Beyond driving for revenues, modern businesses must consider the human quotient in all they do. This means
a human-centered engagement infrastructure that
builds relationships with customers digitally through meaningful value, connections, and communications. Smart technology engagement platforms combined with customer-first mindsets can re-imagine customer journeys not only to compete for the future, but also relevance
in every moment that matters to customers. Thatās the important aspect about the human quotientāit plugs brands into the exact moments that matter to custom- ers. Highly personal touch points are instrumental in guiding the next steps of customers closer to, or further away from, a brand now and forever. These meaningful moments require modern forms of engagement that prioritize one-to-one personalization, context consider- ation, cross-channel communication, and right time/right place/right message delivery at scale. Just because your brand is winning today doesnāt mean that future shock isnāt on the horizon. Plan for it. The clock is ticking.
[Salterbaxter Directions] Human Rights - The Time is NowMSL
Ā
Is your business up to speed on the risks and opportunities of human rights issues?
Learn from the early adopters of the UN Guiding Principles Reporting Framework and get ahead of the game.
For more information, connect with @salterbaxterMSL or reach out to us on Twitter @msl_group.
Dude where's my car. Product & Marketing Innovation Deep DiveGood Rebels
Ā
The Spotify and Netflix generation is as comfortable sharing and subscribing to their driving options as they are to their entertainment. Smart players will place equal emphasis on monetising services as they will innovating their product range.
If the trends seen in this report become reality, a business based purely on production and volume sales will fail. Traditional OEMs must become service-based businesses to thrive.
Find out how to thrive if you are a product or marketing automotive professional.
17 Cartoons That Will Change Your Business by @BrianSolis @GapingvoidBrian Solis
Ā
This special series of cartoons, with short insights from both Hugh MacLeod and Brian Solis adapted from #WTF (www.wtfbusiness.com), will help you see things differently.
N.B. You'll be asked for your email to view this special series of cartoons, with valuable insights from both Hugh MacLeod and Brian Solis.
http://gapingvoid.com/solis-image-download/
THE MONEY EVENT PROGRAMMING AT CTIA's Super Mobility Week,
The only event where the MOBILE ecosystem and the MONEY
ecosystem will meet, make deals and create partnerships.
If you are involved with anything that touches connected commerce,
digital money or open platforms, you need to attend.
The Second Technology Revolution: How the PR Business Needs To Change Once AgainMSL
Ā
Not even a decade after the PR industry turned on its head when social media ushered in the Age of Influence, technology once again is causing brands, companies and organizations to rethink its communication in dramatic ways. This time machines that process data and artificial intelligence, combined with immersive technologies like virtual reality, augmented reality and mixed reality, are creating new opportunities for āaugmented influenceā as well as giving communicators pause to manage a number of emerging new challenges from Machine Journalism to Artificial Influence.
Leading Trends in Retail Innovation by Brian SolisBrian Solis
Ā
Leading digital analyst, anthropologist and keynote speaker Brian Solis shares insights from his research into the most progressive retailers changing the innovation game.
Work with Brian on research, advisory/strategy or have him speak at your event or with your executives. brian@briansolis.com - www.briansolis.com
To understand the state of retail innovation, Brian interviewed 12 top retail executives at some of the industryās most-recognized brands. He set out to learn how leading retailers are responding to digital disruptions ā and staying ahead of them. We also aimed to uncover the challenges they face and the strategies that are making an impact.
His interviews and third-party research showed that retailers engage in these five strategies:
Constantly map the customer journey to create smooth cross-channel customer experiences.
Engage in deep consumer research.
Prioritize innovations that target the connected consumer.
Invest in formal innovation programs.
Cultivate the necessary digital skills across the organization.
The insights from some of the most successful retailers can offer guidance on how to stave off disruption and keep pace with an evolving retail landscape.
To understand the state of retail innovation, we interviewed 12 top retail executives at some of the industryās most-recognized brands. We set out to learn how leading retailers are responding to digital disruptions ā and staying ahead of them. We also aimed to uncover the challenges they face and the strategies that are making an impact.
Our interviews and third-party research showed that retailers engage in these five strategies:
Constantly map the customer journey to create smooth cross-channel customer experiences.
Engage in deep consumer research.
Prioritize innovations that target the connected consumer.
Invest in formal innovation programs.
Cultivate the necessary digital skills across the organization.
The insights from some of the most successful retailers can offer guidance on how to stave off disruption and keep pace with an evolving retail landscape.
App day 2014 - App drivers, The changing shape of advertising within the app...Fjord
Ā
Daniel Freeman, Service Design Director at Fjord Stockholm, presented at App Day 2014 in Copenhagen in January, on how the shape of advertising is changing within the app world.
The team at Contagious Magazine spends its days finding, filtering and reviewing the most innovative exercises in branding, technology, and popular culture, and delivering our collective wisdom to our beloved subscribers.
Once a year, we round up the highlights, tell you what's important and why, and push it out to the world, for free.
Welcome to Most Contagious, the only retrospective you'll ever need. Available on a beautiful website here: http://www.mostcontagious.com
www.contagiousmagazine.com
There I had made a presentation about what a indian youth can do to develop our country to the highest peak!!
For this type of presentations (customised), you can contact me here : rishav.sadhu11@gmail.com
A well-experienced business development manager who has successfully managed various operations, recover losing operations into profitable ones. All of the above done whilst leading and motivating multidisciplinary and professional teams. Regions of work include USA, LA, EMEA and Asia.
Fields of experience include logistics, telecommunications, SW and pharmaceuticals.
Dude where's my car. Product & Marketing Innovation Deep DiveGood Rebels
Ā
The Spotify and Netflix generation is as comfortable sharing and subscribing to their driving options as they are to their entertainment. Smart players will place equal emphasis on monetising services as they will innovating their product range.
If the trends seen in this report become reality, a business based purely on production and volume sales will fail. Traditional OEMs must become service-based businesses to thrive.
Find out how to thrive if you are a product or marketing automotive professional.
17 Cartoons That Will Change Your Business by @BrianSolis @GapingvoidBrian Solis
Ā
This special series of cartoons, with short insights from both Hugh MacLeod and Brian Solis adapted from #WTF (www.wtfbusiness.com), will help you see things differently.
N.B. You'll be asked for your email to view this special series of cartoons, with valuable insights from both Hugh MacLeod and Brian Solis.
http://gapingvoid.com/solis-image-download/
THE MONEY EVENT PROGRAMMING AT CTIA's Super Mobility Week,
The only event where the MOBILE ecosystem and the MONEY
ecosystem will meet, make deals and create partnerships.
If you are involved with anything that touches connected commerce,
digital money or open platforms, you need to attend.
The Second Technology Revolution: How the PR Business Needs To Change Once AgainMSL
Ā
Not even a decade after the PR industry turned on its head when social media ushered in the Age of Influence, technology once again is causing brands, companies and organizations to rethink its communication in dramatic ways. This time machines that process data and artificial intelligence, combined with immersive technologies like virtual reality, augmented reality and mixed reality, are creating new opportunities for āaugmented influenceā as well as giving communicators pause to manage a number of emerging new challenges from Machine Journalism to Artificial Influence.
Leading Trends in Retail Innovation by Brian SolisBrian Solis
Ā
Leading digital analyst, anthropologist and keynote speaker Brian Solis shares insights from his research into the most progressive retailers changing the innovation game.
Work with Brian on research, advisory/strategy or have him speak at your event or with your executives. brian@briansolis.com - www.briansolis.com
To understand the state of retail innovation, Brian interviewed 12 top retail executives at some of the industryās most-recognized brands. He set out to learn how leading retailers are responding to digital disruptions ā and staying ahead of them. We also aimed to uncover the challenges they face and the strategies that are making an impact.
His interviews and third-party research showed that retailers engage in these five strategies:
Constantly map the customer journey to create smooth cross-channel customer experiences.
Engage in deep consumer research.
Prioritize innovations that target the connected consumer.
Invest in formal innovation programs.
Cultivate the necessary digital skills across the organization.
The insights from some of the most successful retailers can offer guidance on how to stave off disruption and keep pace with an evolving retail landscape.
To understand the state of retail innovation, we interviewed 12 top retail executives at some of the industryās most-recognized brands. We set out to learn how leading retailers are responding to digital disruptions ā and staying ahead of them. We also aimed to uncover the challenges they face and the strategies that are making an impact.
Our interviews and third-party research showed that retailers engage in these five strategies:
Constantly map the customer journey to create smooth cross-channel customer experiences.
Engage in deep consumer research.
Prioritize innovations that target the connected consumer.
Invest in formal innovation programs.
Cultivate the necessary digital skills across the organization.
The insights from some of the most successful retailers can offer guidance on how to stave off disruption and keep pace with an evolving retail landscape.
App day 2014 - App drivers, The changing shape of advertising within the app...Fjord
Ā
Daniel Freeman, Service Design Director at Fjord Stockholm, presented at App Day 2014 in Copenhagen in January, on how the shape of advertising is changing within the app world.
The team at Contagious Magazine spends its days finding, filtering and reviewing the most innovative exercises in branding, technology, and popular culture, and delivering our collective wisdom to our beloved subscribers.
Once a year, we round up the highlights, tell you what's important and why, and push it out to the world, for free.
Welcome to Most Contagious, the only retrospective you'll ever need. Available on a beautiful website here: http://www.mostcontagious.com
www.contagiousmagazine.com
There I had made a presentation about what a indian youth can do to develop our country to the highest peak!!
For this type of presentations (customised), you can contact me here : rishav.sadhu11@gmail.com
A well-experienced business development manager who has successfully managed various operations, recover losing operations into profitable ones. All of the above done whilst leading and motivating multidisciplinary and professional teams. Regions of work include USA, LA, EMEA and Asia.
Fields of experience include logistics, telecommunications, SW and pharmaceuticals.
Maize Starch, Thin Boiling Starch, Carboxy Methyl Starch, White Dextrin, Borated Yellow Dextrin can be manufactured using Maize. Here is the industrial applications of maize starch is explained.
INgene(www.ingene.blogspot.com and www.ingeneinsights.com ) is the first ever youth trend insights agency in India with a network of 1000+ young trendsspotters. Mr. Kaustav SenGupta is the iconic youth analyst in India who has been researching on the youth surbcultures and trend directions with Mr. Ted Polhemus (www.tedpolhemus.com ) and Ruby Pseudo (www.rubypseudo.com) . he is credited with the theory of Adopted Differentiation and the socio psychological segmentation of youth in India.
A primer on youth culture and commerce in an era of converged media and transformation shaking the foundation of every industry by young adults not conditioned to conform to institutionalized thought.
A general report that looks at the communication and marketing trends happening in the market. Report covers both technology factors and consumer trends, and how these two areas are converging like never before.
Disruptive intermediaries - looking to start-ups to find innovative digital ...Ben Gilchriest
Ā
Digital Disruption is reshaping the business world, challenging established business models and making many time-tested formulas for success obsolete. If old business models are obsolete, then where are the new, emergent business models coming from? This paper looks to the start-up community to see what large enterprises can learn from the successful, repeatable digital business models these companies have created. Based on extensive research we explore and define these models and how incumbent businesses can apply them to gain a market advantage.
Our #dmexco18 Recap. From Content and Technology to cultural Topics such as agilty & diversity. Enjoy your read and let us know what you think about or experienced at the dmexco.
Digital Darwinism An Interview with Brian Solis, Global Innovation Evangelist...Brian Solis
Ā
Leaders Magazine features Brian Solis in an in-depth interview that explores innovation, digital Darwinism, distractions and wellness, and the future of business.
LEADERS Magazine Features Brian Solis on Innovation and PurposeBrian Solis
Ā
In this must read interview in LEADERS Magazine, Brian Solis explores the challenges and opportunities executives face in this Novel Economy.
Brian also details how companies can create a culture of innovation to grow and scale in uncertain times.
Dual-Sided Business Model: Omnicom, AT&T, Indoor DirectJason Newport
Ā
A thorough POV/strategic partnership recommendation to AT&T Interactive I wrote in 2009, nearly a year after the launch of MobileBehavior. I've always been highly interested in dual-sided business models since reading case after case on the Dentsu/NTT DoCoMo/D2 JV which formed a JV called iMode. Essentially, a telecom company and an advertising agency got together and said, "hey, you do this well, we do this well... let's get together and make some money by developing and distributing mobile content." To me, anyway, that's a lesson from the east we should learn and apply as this flow economy races on and companies who were our competitors yesterday, become our partners today.
The "Mobile Advertising Innovation" document was a proposal to AT&T Interactive that paired the telecom giant's YP arm, with Omnicom's stable of creative agencies and talent to create mobile websites (WAP) for small business owners -- to supplement the advertising revenue generated from sales of Yellow Pages ads. It also added an additional hyperlocal component with the inclusion of an IP-addressable digital out of home network called Indoor Direct. I departed Omnicom shortly after the deal was done, and like many new and innovative media products and unconventional business models, I can only imagine this very promising initiative was shelved when it lost momentum it had gained through someone championing it and having the willingness to do something different and better for advertisers, media owners and agencies alike.
Omnicom Digital: 1st Round Global Unilever Pitch (London)Jason Newport
Ā
Just following MobileBehavior's successful collaboration with Laurie Coots at TBWA which resulted in winning the VISA global business, OMC asked that we partner with TribalDDB to pitch Unilever in London. These are the mobile concepts. Frog won the business, and rightfully so, however I spent a lot of time with Paul Gunning and Stephan Beringer -- two of the finest ad guys you'll ever meet. Razor sharp and money in the pitch.
Y Media Labs (YML) Growth & Expansion PLanJason Newport
Ā
YML is, IMHO -- and I'm not alone, the best all-around iOS and Android mobile design and development agency in the world. They have been featured in the app store more than 75 times, without ever asking for the honor on a single occasion. Steve Jobs once sent Ashish, YML's founder, a note telling him how impressed he was with YML's work on the iPad. Apple has since become a client. This plan identifies the opportunity for agencies, YML specifically in this scenario, to expand their scope in three categories. See the deck for more info.
Broad-stroke view of framework developed to communicate agency's POV on impact of converged media and power of mobile to bring point of engagement and point of transaction closer.
AT&T Youth Segment Marketing Back-to-School Case Study Series 2008Jason Newport
Ā
We were killin' em in 2008! This isn't a case, it's several consecutive programs that consistently enable or enhance the experiences and passions of youth through AT&T products and services. That's how you make a brand with the word "telegraph" in its logo acronym, relevant to youth. Do stuff that matters to them.
DAN Brand Accelerator: Client Pitch KeynoteJason Newport
Ā
Here is the Brand Accelerator pitch deck I began using to pitch current clients more than two years ago. I refined as we advanced through each phase once clients had signed on and we adjusted as necessary. I pitched this to more than twenty clients, all household brand names -- an converted each of them. Not a single brand declined to move forward.
Aegis Reinvention Team: Year One ReviewJason Newport
Ā
Summarizes year one of Reinvention Team that grew to more than 300 members under my stewardship. Amazing, willing, young talent doing their thing because they had a stage to do it, and encouragement to bring their personal passions into the workplace and learn to apply them to any scenario -- all about lateral thinking.
A program I developed and led, laser-focused on enriching and up-leveling skills and credentials in mobile marketing across Carat and the balance of the Aegis Network. Introduces notion of "best practices" and "next practices", engaging workforce (young talent particularly) with connected learning events and experiences that drive ongoing participation and learning through doing.
Gillette Mobile Rich Media Advergame ConceptJason Newport
Ā
An HTML5 mobile rich media concept co-developed with my brilliant friends at Adcade on behalf of Gillette (P&G) that bridges physical and digital, passive and active viewing, expulsion of real-time, live NFL/pro league game viewing and participation that transforms viewer to player on a branded canvas that reflects the power, features and benefits of the product in the context of blended reality gameplay. Naturally seeds notions by leveraging native attributes of device and using game mechanics to minimize paid media spend, and optimize earned media through use of real-time data that enables mirroring of IRL game within advergame on handset.
Movember Verge Culture Concept for GilletteJason Newport
Ā
Due credit to the inimitable Haydn Davies for his amazing talent, and ability to merge art, culture, commerce and technology in a way that achieved normalcy and visualized experiences audience would aspire to participate in. Shout to Mike Malbon and the crew at FCS at Essex & Hester for years of inspiration, undercover marketing savants, dope streetwear, most willing to make stuff happen, and best barbershop in NYC... hands down, all-around.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Ā
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.š¤Æ
We will dig deeper into:
1. How to capture video testimonials that convert from your audience š„
2. How to leverage your testimonials to boost your sales š²
3. How you can capture more CRM data to understand your audience better through video testimonials. š
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
Ā
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Ā
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Ā
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Ā
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
Ā
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Ā
Discover the innovative and creative projects that highlight my journey throughĀ Full Sail University. Below, youāll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
2. Over the last seven years we have witnessed unprecedented change that has shaken the
foundation of every industry. The collision between the worlds of āmobileā and āsocialā have
created the basis for a completely new Internet.
Some believe the accelerated rate of technological and social change have left many of us
disconnected and suffering from shattering stress and disorientation. Others believe it has
revitalized a down economy and strengthened social structures. In any event, change remains. To
begin addressing the many changes happening in society, we must ļ¬rst understand what is
inļ¬uencing change to happen at such a rapid rate, and why.
1
Rethink
3. The majority of consumers now have the ability to socialize on connected
wireless devices operating on high-speed data and voice networks. This has
resulted in:
!Empowerment: untethered mobility. Any content, anywhere, any time.
!Accessibility: from luxury to the common man. Opportunities once reserved for
few are now accessible and a!ordable to all.
!Surplus of Choice: we used to hail a cab, now we book on Uber. We used to
keep the Yellow Pages in the drawer, now we browse peer reviews on Yelp.
!Information Overload: Decrease in quality of decision making.
!No Barriers to Entry: 10X number of innovators, 1/10th the cost, 100X the power.
!Fragmentation: Audiences are being divided into smaller and smaller segments.
!Saturation: mobile devices outnumber their owners.
IT IS NOT ABOUT WHAT WE THINK ABOUT THE VALUE OF MEDIA AND TECHNOLOGY, BUT
RATHER HOW WE THINK ABOUT IT. CONSUMERS MAY SEE AN AD ON TV ONCE, BUT
THEYāLL PLAY A GAME ON THEIR PHONE AND SHARE A HIGH SCORE WITH THEIR
FRIENDS 1,000 TIMES.
MARKETING MUST COME BEFORE MEDIA; THERE ARE NO CHANNELS. THERE IS NO
ONLINE, THERE IS NO OFFLINE. THERE IS ONLY āINLINEā. ONE WORLD WITH PEOPLE
EVERYWHERE SLIDING ACROSS TOUCH-POINTS ON RAILS.
Socialization is driving a new, interconnected experience economy where
intention trumps attention. we have seen new forms and mutations of
communication and social sharing emerge as a result of increased mobility;
transcending race, age, gender, income and location.
Obviously advancements in the ļ¬eld of technology have widened gaps between
industrial-era organizations (shackled by legacy investments in infrastructure and
technology) and consumers (who are now adopting and adapting faster than
ever, clearly outpacing those same organizations we call our clients).
IT IS THE TOOLS THAT HAVE CHANGED.
AMONG THE MOST NOTABLE MILESTONES ACHIEVED WITH THE TABLET REVOLUTION IS
THAT THE IPAD TAUGHT US HOW THE WEB IS SUPPOSED TO LOOK, AND HOW WEāRE
SUPPOSED TO INTERACT WITH IT.
BRANDS WHO VIEW MEDIA AS AN OPPORTUNITY TO PROVIDE FUNCTIONAL VALUE AT
SCALE; THOSE WHO PROVIDE CONSUMERS WITH NEW AND INNOVATIVE TOOLS THAT
ENHANCE āEVERYDAY LIFEā WILL BE THE BRANDS WHO THRIVE IN THIS POST-DIGITAL
ERA, AND BEYOND.
This is an ideal scenario for DAN:
! Our ability to swarm around opportunities and challenges with agility and speed
are more valuable than ever.
! We are the only global agency group capable of embracing what economists call
a ātransient advantage.ā
! We do not have the same sizable investments in aging infrastructure, operations
and software that the vast majority of our clients and competitors are burdened
with.
! The rate of change is accelerating and the majority of brands are confounded by
the balance required to satisfy both consumers and shareholders.
! Their models are broken and their communications no longer resonate with
consumers.
! They need to ļ¬nd new ways to create value, new relevance and new meaning
WE MUST GO BEYOND TECHNOLOGY, AND CHANGE THE WAY WE THINK ABOUT
SERVICE, VALUE CREATION, TALENT, AND WHAT WE CONSIDER OUR INDUSTRY. IT
INVOLVES A NEW WAY OF THINKING ABOUT ISSUES THAT INFLUENCE AND
RESULT IN CHANGE.
TMT (Technology, Media & Telecom) impacts our business on many levels. It is no
secret that Industries supported by advertising, such as journalism and
publishing, are in a state of disruptive crisis. Defying all trends, in recent history
DAN has done very well. However, this business is cyclical, clients are ļ¬ckle and
the competitive landscape has signiļ¬cantly expanded due to fewer barriers to
entry, 10x the number of innovators operating at 1/10th the cost, equipped with
100x the power than what we saw just a few years ago.
2
They need to ļ¬nd new ways to create value, new relevance and new meaning
PRIMARY DRIVING FORCES OF CHANGEPRIMARY DRIVING FORCES OF CHANGE
Technology innovation Technology, Media & Telecom (TMT) investments
Innovative products/services accessible at scale Seismic shifts in consumer demand patterns
ITāS ABOUT PEOPLE, NOT TECHNOLOGY
ITāS ALL ABOUT THE TOOLS.
USABLE. ACCESSIBLE. AVAILABLE. ANYWHERE. ANYTIME.
āMOBILEā & āSOCIALā MEDIA DO NOT EXIST.
4. Achieving the business goals of our clients requires tearing down the artiļ¬cial barriers that exist
within our own organization. As lean, agile and collaborative as we may be, we must begin
developing business cases for transformative services. This will require a willingness to migrate,
make smart cuts, and make smart investments that will allow us to surf the waves of change
rather than become pummeled by them.
3
Recalibrate
5. Our uniļ¬ed P&L, collaborative culture and lack of redundancies give us a
substantial boost toward developing a stripped down, horizontal group of
agencies. This would allow us to gain a clearer perspective and get ahead of the
tide. However we must also be able to constantly adapt, and be able to think and
act in ways our client, consumers, and our competition cannot.
According to a recent global study of 1,500 CEOs conducted by IBM,
the biggest challenge CEOs face is the so-called complexity gap. Eight
out of 10 expect the business environment to grow in complexity, but
fewer than half feel prepared for the change. The research also
reveals that CEOs see a lack of customer insight as their biggest
deļ¬cit in managing complexity.
They prioritize gaining customer insight far above other
decision-related tasks and rank ācustomer obsessionā as the
most critical leadership trait.
PEOPLE BUY STUFF. BUSINESSES SELL STUFF.
OUR JOB IS TO SUCCESSFULLY CONNECT AND ENRICH
RELATIONSHIPS BETWEEN THE TWO.
WE MUST NOT FORGET THE JOB WEāRE HERE TO DO WHILE THINKING ABOUT THE JOBS OF THE
CONSUMER AND THE BUSINESS VALUE WE AIM TO CREATE FOR CLIENTS.
TECHNOLOGY, āSOCIALā, AND āMOBILEā DO NOT SOLVE PROBLEMS. THEY CREATE THEM.
TECHNOLOGY INVITES PEOPLE TO CHANGE THEIR BEHAVIOR, ROUTINES, AND HABITS. THE
PROBLEMS WE SEE WITHIN THE MEDIA AND COMMUNICATIONS INDUSTRY ARE A RESULT OF
FORCING NEW TECHNOLOGY TO SOLVE OLD PROBLEMS, WITHOUT ADJUSTING IT FIRST.
People care about change, whether they embrace or oppose it. They may seem to
care about technology, mobile and social. However these are just words used to
represent the stuff that makes change possible.
TECHNOLOGY IS NOT INTERESTING.
HOWEVER, BEHAVIORAL CHANGE IS IMMENSELY INTERESTING. A DEEP UNDERSTANDING OF
HUMAN BEHAVIOR AND THE ABILITY TO FORECAST ITS SHIFTS ARE INCREDIBLY VALUABLE.
Fortunately, this is our business. And this is what we must get serious about
developing our core value proposition around.
We are not technologists. Our job is to determine the consequences of
technology. Whether it brings new challenges, new opportunities, or both. And to
make these insights actionable for our clients.
This is an important step in the evolution of our industry as weāve gone from
attention, to engagement, to demand, to ongoing participation, and now to
culture.
WHAT THE F*CK IS MOBILE & SOCIAL?
The very words themselves are the problem. Letās clear this up right now by
deļ¬ning them.
WHAT IS SOCIAL? Social is the human connection between media. Facebook is a
digital property built around a newsfeed containing content published by your
(social) peer network. They sell digital media. A percentage of that media is served
on mobile devices.
WHAT IS MOBILE? What isnāt? Mobile transcends media. It is the most powerful
touch-point in the history of mass media due its ļ¬ve unique attributes:
Mobile and Social are so different from media channels that nearly every existing
lead agency model has been confounded by these ādisciplinesā of marketing.
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21 3
4 5
6. MOBILE AND SOCIAL HAVE THE OPPORTUNITY TO PROVIDE MORE IMPACT THAN ANY MASS MEDIUM IN HISTORY, HOWEVER BECAUSE OF THE WAY WE BUY, SELL AND
MEASURE MEDIA AND ITS IMPACT, AND OUR INABILITY TO DESCRIPTIVELY EXPRESS THE ROLES EACH PLAY, THEY HAVE BEEN RELEGATED TO SPECIALIST GROUPS MOST
BRANDS AND AGENCIES DO NOT UNDERSTAND HOW TO INTEGRATE AND MEASURE. AND AS DRUCKER SAYS, āIF YOU CANāT MEASURE IT, YOU CANāT MANAGE IT.ā
OUR CLIENTS STRUGGLE TO KEEP MULTIPLE AGENCIES SYNCHRONIZED. WE STRUGGLE TO ACHIEVE THE RIGHT BALANCE OF STRATEGIC CONSISTENCY WITHIN A BRAND
NARRATIVE AND ACROSS CAMPAIGNS, WHILE ALSO LEVERAGING THE UNIQUE ATTRIBUTES OF EACH MEDIUm, channel and touch-point.
EXISTING BAL AND LEAD AGENCY MODELS CANNOT
ADAPT TO THIS NEW WORLD OF CONVERGED MEDIA.
WE MUST DEVELOP A MODEL THAT IS FASTER, MORE OPEN AND
MORE FLEXIBLE THAT ALLOWS EACH DISCIPLINE GREATER
FREEDOM TO EXPRESS THE CAMPAIGN STRATEGY.
IN THIS NEW āINLINEā ERA, WE MUST NOT ONLY HAVE THE
CAPABILITIES AND CREDENTIALS, BUT ALSO THE TALENT AND
CULTURE TO CONTINUALLY ADAPT TO MEET THE EVER-CHANGING
NEEDS OF CLIENTS.
5
7. Agencies are never short on words intended to scaffold their practices with tag-lines and
manifestos about customer-centricity, consumers at the center of design thinking, and the virtues
of viewing media as an opportunity to create value in the everyday lives of people. We talk about
moms, children, families, holidays, togetherness, sharing, belief systems. . . we talk about culture.
We are well-intentioned. In most cases, we believe the stories we tell. Then the sobering reality of
the economics of our business settles in and we regrettably return to the same practices we
resent. These self-imposed practices hold us back because we lack the courage and resolve to
not just theorize about the future, but to create it. We are full of self-loathing, and we do not
subscribe to the same philosophies we put forward to our clients as counsel.
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Adaptive OS
8. This is the hard truth we must face. This is not about social, mobile, technology,
big data, DSPs, or retargeting. Those are words we use to excuse our behavior
and subvert real solutions to real problems.
ARE WE AWARE OF OUR LACK OF AWARENESS?
CLIENTS ARE MUCH SAVVIER TODAY THAN THEY WERE JUST A FEW SHORT
YEARS AGO. THEY ARE DEVELOPING DATA MANAGEMENT PLATFORMS,
DEMAND SIDE PLATFORMS, AND INNOVATION LABS.
Brands are beginning to understand the value of the massive amount of
information they have collected from their customers, and how to understand
relationships between this data. There is a massive generational shift upon us
with nearly half of the US population under the age of 30. We are nearing a
tipping point that will be driven by young adults who are not handicapped by
memories and longing for the days of shoving inļ¬ated media through a pipe and
keeping what sticks to the walls.
AVOIDANCE, IGNORANCE OR FEAR?
THERE ARE MANY THINGS WE ARE AWARE OF RIGHT NOW THAT WE
CONTINUE TO IGNORE. THINGS WE KNOW ABOUT THE NOT-SO-DISTANT
FUTURE THAT WILL UNDOUBTEDLY CHANGE OUR INDUSTRY FOREVER.
ā¢ Ubiquitous, anywhere connectivity
ā¢ High speed broadband
ā¢ Video everywhere
ā¢ Eradication of attribution challenges
ā¢ Smart, connected cities
ā¢ The Internet of Things
ā¢ The redeļ¬ning of media as we know it
ā¢ Broad impact of mobile commerce
ā¢ Age of mass to age of the individual
ā¢ Mobile devices as remote controls to the world (wallets and keys will soon be
embarrassing relics)
The list is endless. We are so busy being busy, we are blind to the opportunities
our Network is ideally suited to exploit.
CHANGE THE WORK ITSELF
IF WE CLAIM TO āINNOVATE THE WAY BRANDS ARE BUILTā WITH A CLEAR
CONSCIENCE, WE CANNOT SIMPLY SETTLE FOR TRADING DESK MARGIN,
MIGRATION FROM TV TO DIGITAL VIDEO, AND PROGRAMMATIC BUYING
ACROSS ALL MEDIA. THOSE ARE SHORT MONEY COMMODITY BUSINESS
TACTICS, NOT LONG-TERM VIABLE BUSINESS STRATEGIES.
We must invite the world (brands and consumers) to experience a new age of
transformative services and usable media developed by the only global team of
agencies with the agility, size and speed to develop and deliver modern brand
promises.
NEW FOCUS
WE MUST BEGIN TO MORE DIRECTLY CONFRONTĀ CHALLENGES AT THE
INTERSECTION OF TECHNOLOGY, CULTURE, HUMAN BEHAVIOR, AND
ORGANIZATIONAL DESIGN.
The value we create in the years ahead will be determined by our talent, culture
and ingenuity. In turn, the combined power of this approach will drive a high-
margin, high-value suite of services only DAN can claim ownership of, at scale.
ā£ STRATEGY: deļ¬ning purpose, mapping priorities, and developing
roadmaps for the future
ā£ BUSINESS MODEL INNOVATION: evolving how we capture, package, and
distribute value to our clients
ā£ TRENDS AND FORECASTING:Ā exploring the complex futureĀ of our clientsā
industries through thorough consumer journeys, video ethnographies,
ontologies, scenarios and forecasts
ā£ INVENTION:Ā imaginingĀ new products and platforms that will fuel the growth
of our clients
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9. ! It is abundantly clear that todayās media-saturated consumer expects advertising to be synonymous with
content. At minimum, media should not āget in the way of the Internetā. Every brand has Red Bull-envy.
The vast majority of them aspire to become akin to publishers, content producers, entertainment
companies, and even newsrooms -- equipped with the tech stack to support the required workļ¬ow.
! This desire has far-reaching implications. It requires frameworks and systems that adapt to each consumer
to ensure the brand engages at the right time, with the right messaging, and a thorough understanding of
intent, context and the many variables that exist within the userās geo-location. This ladders back to the
notion of culture, and where our clients have permission to play and where they should stay away.
! To truly create dynamic systems capable of ingesting, analyzing and acting on information to ensure the
most personalized experience, we must ensure our DAN AOS can continually adjust and remain impervious
to changes in technology and consumer behavior.
! This approach is not simply about creating and distributing media -- mobile, social or otherwise. Itās also
not just about designing new interfaces or upgrading to a new technology stack.
ITāS ABOUT SUFFUSING OUR ENTIRE ORGANIZATIONāS CULTURE, PROCESSES, AND TECHNOLOGY
WITH THE ABILITY TO RESPOND TO ANY SITUATION, ANYWHERE, FOR ANY CLIENT, FOR ANY
CONSUMER, AT ANY MOMENT.
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10. NO REDUNDANCIES COLLABORATIVE VS COMPETITIVE LEAN AND AGILE UNIFIED IN EVERY SENSE BUILT FOR CONVERGENCE ADAPTIVE
BIG
BRAINS
LITTLE
MACHINE
9
OMC: More than 30 media
agencies, four global networks,
hundreds of specialist agencies
within DAS
IPG: More than 20 media agencies
WPP: More than 50 media agenciesPublicis: More than 1,300 agencies
VALUE BEING BIG OVER BEING GREAT MARKET SHARE AND PROFIT ARE NOT RELATED BAD CLIENTS DRIVE OUT GOOD CLIENTS
ADVANTAGE
DAN