DOCSLIB.ORG

How to Partner with Startups

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
How to Partner with Startups HOW TO PARTNER WITH STARTUPS 11|2017 PUBLISHED BY MediaCom is “The Content + Connections Agency”. We work on behalf of our clients to leverage their brands’ systems of communications across paid, owned and earned channels to deliver a step change in their business outcomes. MediaCom is one of the world’s leading media communications specialists, with billings near US$33 billion (source: RECMA June 2017). We employ 7,000 people in 125 offices across 100 countries. Our global client roster includes Dell, P&G, PSA, Shell and Universal. MediaCom is a member of WPP, the world’s largest marketing communications services group, and part of GroupM, WPP’s consolidated media investment management arm. MANY THANKS TO KEY CONTRIBUTORS JUSTIN CROSS Head of BLINK_innovation, MediaCom UK LIAM BRENNAN Digital Director, MediaCom EWAN GILLESPIE Technology Partnerships, MediaCom DAVE KNOX Managing Director, WPP Ventures 2 BLINK _Innovation INTRODUCTION THERE IS AN EMERGING SPECIALISM IN MARKETING AND IT’S CALLED INNOVATION Of course, to label innovation as a product or service specialism is an oxymoron; innovation happens every day, and it can be created by everyone in an organisation. But ad-hoc innovation is no longer enough; Voice, artificial intelligence, and evolutions in all marketers should be looking at improving transport, retailer and consumer technology, their innovation pipeline. Programmes can for example, alongside the advent of virtual and include working with startups on pilot projects augmented reality worlds, are just the start of the and proof of concepts, hackathons for disruptive potential change. change, and open innovation platforms and accelerator partnerships. Technology is changing the way brands market to consumers and digital marketing is evolving into The difference between innovation that should Technology-Enabled Marketing. The same rigour happen every day and these new programmes is of research and development once applied to structural and procedural: being organised about product development now needs to be applied to innovation and operationalising innovation will the way we market and sell. ensure that real and scalable change will happen across your business. This guide to the innovation ecosystem aims to demystify marketing innovation and the This matters because the average life expectancy digital ecosystem and explain how established for large companies is dropping. According to brands can create a best-in-class Technology Innosight, in 1958 US corporations in the S&P Marketing practice. 500 stayed in the index for an average of 61 years. By 2011 that had dropped to just 18 years, It’s based on the experiences of MediaCom’s and continues to decline with a prediction of 14 BLINK_innovation team, which is helping brands years by 2026. By contrast, companies that place leverage new technology and startups to deliver technology at the heart of their businesses are smaller, faster, results-driven experimentation to achieving exponential growth. reinvent their core businesses and transform their competitive advantage. The destabilisation of established players has caused many corporates to question their business practices and become concerned that they are not designed to respond to this type of threat or take advantage of the opportunity. They now recognise that the innovation gap between a company that effectively harnesses technological change and one that doesn’t need to be closed if they are to survive. This realisation is responsible for the rise of an innovation and business transformation agenda. Marketing is at the centre of this challenge HANNAH MIRZA because digital platforms have become the new Global Head of Media Partnerships, MediaCom storefront and the one that consumers are most likely to interface with. With who and how they connect is in a constant state of flux. 3 BLINK_Innovation WHY YOU NEED A RESEARCH AND DEVELOPMENT APPROACH TO MARKETING INNOVATION (AND HOW TO GET ONE) Brands can only solve a problem if they recognise they have one. But for many companies, the problem is not recognising that their core business has changed due to digital disruption. It’s not even investing in research and development solutions at a product level. The problem is recognising that marketing, In new businesses built on technology, failure creative and media – the tools through which is encouraged, but only so long as it enables they persuade and enable consumers to buy their the company to transition quickly and pivot products and services – are all facing the same in a new direction. In established companies, level of disruption and all need to innovate. adopting this culture of ‘failure as learning’ is often harder to overcome. Jeremiah Owyang’s report “The Corporate Innovation Imperative” found that 78.9% of For many brands, it’s no longer sufficient to plan companies have a dedicated innovation team, for minor variations. But they can overcome such but marketing rarely forms part of the remit. concerns about innovation by putting as much This creates a gap in innovation that is rigour into the research and development of new business critical and marketing solutions as they do the research and needs to be solved. development of core goods and services. For marketers, innovation has often been rooted Many companies have in the 80/20 rule or the Real innovation also recognised that they 70/20/10 approach. don’t need to have all the This is where the majority is daunting, answers alone. The way of activity plays safe by forward is a model where focusing on whatever is and comes with open innovation becomes known to work, while 20% culturally accepted. or 10% of the investment a risk of failure. One where they engage is used to experiment. startups, scaleups and the established internet giants As a media agency, we in new and divergent ways. work across clients and brands across multiple verticals, many This white paper offers a guide to the ecosystem of whom have different expectations of what of innovation and outlines some practical it means to experiment. For some, marketing steps you can take to establish an innovation innovation means trialling new things that have programme that works. It’s about building an never been done before. For others, it means approach rooted in real business problems and making minor variations to what they are tangible outcomes, not just lots of nice trips to already doing. Silicon Valley and Tel Aviv for employee personal development. Unfortunately, most companies tend to play it safe. They are happy to be ‘fast followers’, not For corporations, it’s no longer a case of asking primary risk takers. And that’s understandable ‘should I work with marketing startups?’, but more because real innovation is daunting and comes ‘when should I work with them and how can I with a risk of failure. make sure I am as successful as possible?’. 4 BLINK_Innovation UNDERSTANDING THE ECOSYSTEM 1 STARTUPS, SCALEUPS AND UNICORNS As marketers, you’ve learnt our industry’s vernacular. Concepts such as reach, frequency and ROMI will all be part of your everyday language. The world of innovation has its own language though, which you can recap on page 19. And if you want to be able to talk to venture capitalists, accelerators, incubators, and angel investors, you’ll need to understand it. Innovation and the technology revolution have and many employees at Google, Facebook and become synonymous with startup ecosystems. other tech giants either came from startups or are The proliferation of cheap, accessible hardware leaving to form them. and software has enabled anyone of any age to invent their own careers and companies. All these risk-taking entrepreneurs are hoping for the same thing: they want to build a business And there are countless success stories – that becomes a Unicorn (a startup with a market like the Instagram team of 13 staff who sold to valuation of $1Billion plus). The allure of being the Facebook for $1B, or Kiip creator Brian Wong, next Uber, Airbnb, WeWork, Spotify or Pinterest is who started out at 19, has raised the 30M in too tempting. venture capital funding for a product inspired while travelling. It all fuels the idea that anyone Inevitably, marketing startups come and go can succeed. quickly. Many creators underestimate the market conditions required to break through, and it’s an But not all startups are created equal. unforgiving ecosystem. According to CBInsight, Importantly, small businesses, even ones startups typically die after raising $1.3 million. that are technology enabled, face the same challenges entrepreneurs have always had. Success is reliant on being better, faster, different, easier to work with, relevant to consumers or just plain luckier than your Being agile means being competitive set. able to respond rapidly to It’s great having an idea, but it won’t be successful if it can be quickly replicated innovation shifts. and improved by your rivals. Facebook is infamous for taking the best parts of other companies’ business plans and executing them better as well as making them accessible to a larger user base. The best startups have the agility and talent to survive a cluttered ecosystem, and this is what differentiates them from established companies. Being agile means being able to respond rapidly to innovation shifts in a market – a skill that many larger companies can only dream of. Startups also attract the latest hot talent. It’s hard to find the right combination of business insight, tech knowledge and entrepreneurial spirit 5 BLINK_Innovation How to Approach this Brave New World If you are a corporate wanting to work with startups, it’s important not be dazzled by the bright lights and determination of the entrepreneurs you meet. They might have a bold belief in their own pathway to success, and it can be both inspiring and rewarding to speak with them, but that doesn’t mean you should lose sensibility about doing real business.
Load more

Recommended publications
  • Financing Transactions 12
    MOBILE SMART FUNDAMENTALS MMA MEMBERS EDITION AUGUST 2012 messaging . advertising . apps . mcommerce www.mmaglobal.com NEW YORK • LONDON • SINGAPORE • SÃO PAULO MOBILE MARKETING ASSOCIATION AUGUST 2012 REPORT MMA Launches MXS Study Concludes that Optimal Spend on Mobile Should be 7% of Budget COMMITTED TO ARMING YOU WITH Last week the Mobile Marketing Association unveiled its new initiative, “MXS” which challenges marketers and agencies to look deeper at how they are allocating billions of ad THE INSIGHTS AND OPPORTUNITIES dollars in their marketing mix in light of the radically changing mobile centric consumer media landscape. MXS—which stands for Mobile’s X% Solution—is believed to be the first YOU NEED TO BUILD YOUR BUSINESS. empirically based study that gives guidance to marketers on how they can rebalance their marketing mix to achieve a higher return on their marketing dollars. MXS bypasses the equation used by some that share of time (should) equal share of budget and instead looks at an ROI analysis of mobile based on actual market cost, and current mobile effectiveness impact, as well as U.S. smartphone penetration and phone usage data (reach and frequency). The most important takeaways are as follows: • The study concludes that the optimized level of spend on mobile advertising for U.S. marketers in 2012 should be seven percent, on average, vs. the current budget allocation of less than one percent. Adjustments should be considered based on marketing goal and industry category. • Further, the analysis indicates that over the next 4 years, mobile’s share of the media mix is calculated to increase to at least 10 percent on average based on increased adoption of smartphones alone.
    [Show full text]
  • Map of Funding Sources for EU XR Technologies
    This project has received funding from the European Union’s Horizon 2020 Research and Innovation Programme under Grant Agreement N° 825545. XR4ALL (Grant Agreement 825545) “eXtended Reality for All” Coordination and Support Action D5.1: Map of funding sources for XR technologies Issued by: LucidWeb Issue date: 30/08/2019 Due date: 31/08/2019 Work Package Leader: Europe Unlimited Start date of project: 01 December 2018 Duration: 30 months Document History Version Date Changes 0.1 05/08/2019 First draft 0.2 26/08/2019 First version submitted for partners review 1.0 30/08/2019 Final version incorporating partners input Dissemination Level PU Public Restricted to other programme participants (including the EC PP Services) Restricted to a group specified by the consortium (including the EC RE Services) CO Confidential, only for members of the consortium (including the EC) This project has received funding from the European Union’s Horizon 2020 Research and Innovation Programme under Grant Agreement N° 825545. Main authors Name Organisation Leen Segers, Diana del Olmo LCWB Quality reviewers Name Organisation Youssef Sabbah, Tanja Baltus EUN Jacques Verly, Alain Gallez I3D LEGAL NOTICE The information and views set out in this report are those of the authors and do not necessarily reflect the official opinion of the European Union. Neither the European Union institutions and bodies nor any person acting on their behalf may be held responsible for the use which may be made of the information contained therein. © XR4ALL Consortium, 2019 Reproduction is authorised provided the source is acknowledged. D5.1 Map of funding sources for XR technologies - 30/08/2019 Page 1 Table of Contents INTRODUCTION ................................................................................................................
    [Show full text]
  • View December 2013 Report
    MOBILE SMART FUNDAMENTALS MMA MEMBERS EDITION DECEMBER 2013 messaging . advertising . apps . mcommerce www.mmaglobal.com NEW YORK • LONDON • SINGAPORE • SÃO PAULO MOBILE MARKETING ASSOCIATION DECEMBER 2013 REPORT A Year of Transformation The new-year invariably kicks off with a slew of predictions, many of which are being usefully defined and shared by our global and regional board members, and many of which are likely to come to fruition or certainly build in momentum. The one area that we feel is certain to gain momentum and have a huge impact on how the mobile industry develops in 2014 is the number of brands that we will see moving from the sidelines and fully into the game. The impact of this will be seen both in the gains in mobile spend as brands move away from the 1% average that we’ve been seeing and start moving towards 10-15% mobile spend with increased ROIs as a result. We will also start to see how mobile is driving both innovation in marketing and transformation of business. As always, the MMA will be providing support and guidance for the entire industry, shining a light on inspiration, capability development, measurement and advocacy allowing all constituents to continue building their businesses, with mobile at its core. We look forward to supporting you and the industry. I wish you much success in 2014. Onwards, Greg Stuart INTRODUCTION 2 MOBILE MARKETING ASSOCIATION DECEMBER 2013 REPORT Table of Contents EXECUTIVE MOVES 4 PUBLIC COMPANY ANALYSIS 7 M&A TRANSACTIONS 9 FINANCING TRANSACTIONS 13 MMA OVERVIEW 25 HIDDEN RIVER OVERVIEW 26 Greg Stuart Todd Parker CEO, Mobile Marketing Association Managing Director, Hidden River [email protected] [email protected] MOBILE MARKETING ASSOCIATION DECEMBER 2013 REPORT Executives on the Move Name New Company Old Company New Company Summary Date T-Mobile is a mobile telephone operator headquartered in Gary King Chief Information Officer, T-Mobile Chief Information Officer, Chico's FAS 12/20/13 Bonn, Germany.
    [Show full text]
  • Public Company Analysis 6
    MOBILE SMART FUNDAMENTALS MMA MEMBERS EDITION NOVEMBER 2014 messaging . advertising . apps . mcommerce www.mmaglobal.com NEW YORK • LONDON • SINGAPORE • SÃO PAULO MOBILE MARKETING ASSOCIATION NOVEMBER 2014 REPORT Measurement & Creativity Thoughts for 2015 Very simply, mobile marketing will continue to present the highest growth opportunities for marketers faced with increasing profitability as well as reaching and engaging customers around the world. Widely acknowledged to be the channel that gets you the closest to your consumers, those marketers that leverage this uniqueness of mobile will gain competitive footholds in their vertical markets, as well as use mobile to transform their marketing and their business. The MMA will be focused on two cores issues which we believe will present the biggest opportunities and challenges for marketers and the mobile industry in 2015: Measurement and Creativity. On the measurement side, understanding the effectiveness of mobile: the ROI of a dollar spent and the optimized level for mobile in the marketing mix will become more and more critical as increased budgets are being allocated towards mobile. MMA’s SMoX (cross media optimization research) will provide the first-ever look into this. Additionally, attribution and understanding which mobile execution (apps, video, messaging, location etc…) is working for which mobile objective will be critical as marketers expand their mobile strategies. On the Creative side, gaining a deeper understanding of creative effectiveness cross-screen and having access to case studies from marketers that are executing some beautiful campaigns will help inspire innovation and further concentration on creating an enhanced consumer experience specific to screen size. We hope you’ve had a successful 2014 and we look forward to being a valuable resource to you again in 2015.
    [Show full text]
  • Read Dissertation
    Doctoral Dissertation: The Journey towards a Growing Diffusion of Entrepreneurship Learning and Culture in Society Written by: Mirta Michilli Role DETAILS Author Name: Mirta Michilli, PhD Year: 2019 Title: The Journey towards a Growing Diffusion of Entrepreneurship Learning and Culture in Society Document type: Doctoral dissertation Institution: The International School of Management (ISM) URL: https://ism.edu/images/ismdocs/dissertations/michilli-phd- dissertation-2019.pdf International School of Management Ph.D. Program The Journey towards a Growing Diffusion of Entrepreneurship Learning and Culture in Society PhD Dissertation PhD candidate: Mirta Michilli 21st December 2019 Acknowledgments I wish to dedicate this work to Prof. Tullio De Mauro who many years ago believed in me and gave me the permission to add this challenge to the many I face every day as General Director of Fondazione Mondo Digitale. The effort I have sustained for many years has been first of all for myself, to satisfy my desire to learn and improve all the time, but it has also been for my fifteen year old son Rodrigo, who is building his life and to whom I wish the power of remaining always curious, hungry for knowledge, and capable of working hard and sacrificing for his dreams. I could have not been able to reach this doctorate without the support of my family: my mother, for having being present all the time I needed to be away, my sister, for showing me how to undertake continuous learning challenges and, above all, my beloved husband to whom I owe most of what I know and for dreaming with me endlessly.
    [Show full text]
  • Supplementary Materials
    Supporting information Fig. S1. Distribution differences Normalized distributions of Funding, Indegree, Outdegree and Betweenness. All network centrality distributions are significantly different from the funding one: Indegree (p ∼ 10−16), Outdegree (p ∼ 10−6), Betweenness (p ∼ 10−4). February 24, 2021 1/23 Fig. S2-a. Comparison between Indegree and Funding distributions for Nationality. February 24, 2021 2/23 Fig. S2-b. Comparison between Indegree and Funding distributions for Investor Type. February 24, 2021 3/23 Fig. S2-c. Comparison between Indegree and Funding distributions for Economic Category. February 24, 2021 4/23 Fig. S3-a. Comparison between Outdegree and Funding distributions for Nationality. February 24, 2021 5/23 Fig. S3-b. Comparison between Outdegree and Funding distributions for Investor Type. February 24, 2021 6/23 Fig. S3-c. Comparison between Outdegree and Funding distributions for Economic Category. February 24, 2021 7/23 Fig. S4-a. Comparison between Betweenness and Funding distributions for Nationality. February 24, 2021 8/23 Fig. S4-b. Comparison between Betweenness and Funding distributions for Investor Type. February 24, 2021 9/23 Fig. S4-c. Comparison between Betweenness and Funding distributions for Economic Category. February 24, 2021 10/23 Fig. S5-a. AUC-ROC for the coarse Economic Categories, part 1. February 24, 2021 11/23 Fig. S5-b. AUC-ROC for the coarse Economic Categories, part 2. February 24, 2021 12/23 Fig. S5-c. AUC-ROC for the coarse Economic Categories, part 3. February 24, 2021 13/23 Fig. S5-d. AUC-ROC for the coarse Economic Categories, part 4. February 24, 2021 14/23 Fig.
    [Show full text]
  • The Startup Factories. the Rise of Accelerator Programmes
    Discussion paper: June 2011 The Startup Factories The rise of accelerator programmes to support new technology ventures Paul Miller and Kirsten Bound NESTA is the UK’s foremost independent expert on how innovation can solve some of the country’s major economic and social challenges. Its work is enabled by an endowment, funded by the National Lottery, and it operates at no cost to the government or taxpayer. NESTA is a world leader in its field and carries out its work through a blend of experimental programmes, analytical research and investment in early- stage companies. www.nesta.org.uk Executive summary Over the past six years, a new method of incubating technology startups has emerged, driven by investors and successful tech entrepreneurs: the accelerator programme. Despite growing interest in the model from the investment, business education and policy communities, there have been few attempts at formal analysis.1 This report is a first step towards a more informed critique of the phenomenon, as part of a broader effort among both public and private sectors to understand how to better support the growth of innovative startups. The accelerator programme model comprises five main features. The combination of these sets it apart from other approaches to investment or business incubation: • An application process that is open to all, yet highly competitive. • Provision of pre-seed investment, usually in exchange for equity. • A focus on small teams not individual founders. • Time-limited support comprising programmed events and intensive mentoring. • Cohorts or ‘classes’ of startups rather than individual companies. The number of accelerator programmes has grown rapidly in the US over the past few years and there are signs that more recently, the trend is being replicated in Europe.
    [Show full text]
  • Outsell's Fintech Rankings
    OUTSELL’S FINTECH RANKINGS: IDENTIFYING THE WINNERS AND THOSE AT RISK MARKET PERFORMANCE REPORT December 15, 2016 WHO’S INSIDE: Betterment itBit Palantir Technologies WealthFront Chain Kensho Technologies Quandl Digital Asset Holdings LearnVest R3 CEV DISCERN Motif Symbiont 2 Contents Why This Topic 3 Methodology 3 Market Landscape 4 Key Players 5 Investment Criteria 15 FinTech Ranking 19 Scoring Criteria 19 Five Highest Scorers: Profiles 20 Five Lowest Scorers: Profiles 23 Key Trends and Market Drivers 26 Potential Market Challenges 27 Essential Actions 29 Related Research 31 Tables Table 1. Types of Venture Capital Financing 4 Table 2: Data Analytics/AI/Investment Discovery 5 Table 3: Blockchain 8 Table 4: Robo Financial Advisory 11 ADVANCING THE BUSINESS OF INFORMATION 3 Why This Topic Financial technology, or fintech, received nearly $15 billion in venture capital (VC) and corporate investments globally in 2015. That’s roughly double what it was in 2014. Funding momentum, however, has slowed down, particularly in the UK and US. Starting in Q3 2016, uncertainties surrounding Brexit and the US presidential election contributed to the slow down. Potential changes in employment laws brought upon by Trump’s win and Brexit could further impede fintech growth in 2017. The key areas of fintech development that this report covers include advanced data analytics/artificial intelligence (AI), the blockchain, and robo financial advisory. Despite recent political setbacks, the economy remains robust heading into 2017. Thus, fintech development is likely to regain steam once the legislative dust settles — prompting the importance of better understanding how this market could present new opportunities. The implications on the greater information industry from these three areas of innovation are significant in that the volume of non-financial services data now consumed by the financial services industry continues to increase in support of financial data analytics and advisory engines.
    [Show full text]
  • The Future of Work Growthenabler Report 2020
    Private & Confidential 2020 The Future of Work GrowthEnabler Report 2020 The growing adoption of digital technologies is fueling a new paradigm - Remote Working.The enormous power of data combined with AI in the workplace has created new business and economic models - On/Off balance sheet talent management. What changes could be in store for the workplace, the workforce, and the nature of work itself? CONFIDENTIAL AND PROPRIETARY This presentation, including any supporting materials, is owned by GrowthEnabler™ and/or its affiliates and is for the sole use of the intended GrowthEnabler™ audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of GrowthEnabler™ or its affiliates. ©2020 GrowthEnabler™ and/or its affiliates. All rights reserved. Private & Confidential An AI-powered digital insights-engine & solution sourcing marketplace GrowthEnabler is an AI powered insights and solutions sourcing platform with strategic advisory arm that enables Global Enterprises to rapidly source digital solutions, and engage new and innovative vendors from the digital economy We create strategic insights on the digital economy and provide real-time analysis on over 500 thousand global digital vendors. Our clients rely on us to save them time and money using AI, to enhance their digital innovation and decision making capabilities. Partner, Invest and Procure.
    [Show full text]
  • Mobile Marketing Association July 2012 Report
    MOBILE SMART FUNDAMENTALS MMA MEMBERS EDITION JULY 2012 messaging . advertising . apps . mcommerce www.mmaglobal.com NEW YORK • LONDON • SINGAPORE • SÃO PAULO MOBILE MARKETING ASSOCIATION JULY 2012 REPORT Table of Contents EXECUTIVE MOVES 3 PUBLIC COMPANY ANALYSIS 6 M&A TRANSACTIONS 7 FINANCING TRANSACTIONS 10 MMA OVERVIEW 16 HIDDEN RIVER OVERVIEW 18 Greg Stuart Todd Parker CEO, Mobile Marketing Association Managing Director, Hidden River [email protected] [email protected] MOBILE MARKETING ASSOCIATION JULY 2012 REPORT Executives on the Move Name New Company Old Company New Company Summary Date Vodafone Group is a mobile telecommunications company. The company has a significant presence Chief Executive Officer of Global Enterprise, in Europe, the Middle East, Africa, Asia Pacific and Jan Geldmacher Enterprise Business Director, Vofafone Germany 7/30/12 Vodafone the United States. In the United States the group’s associated undertaking operates as Verizon Wireless. Cable & Wireless Worldwide PLC (informally Cable & Wireless) is a British multinational Chief Executive Officer of Global Enterprise, Nick Jeffery Chief Executive Officer, CWW telecommunications services company 7/30/12 Vodafone headquartered in Bracknell, United Kingdom and a wholly owned subsidiary of Vodafone. General Manager and External Vice President, SecureKey provides an innovative platform-as-a- Charles Walton Chief Executive Officer, SecureKey Technologies 7/27/12 INSIDE Secure service for authentication, payment and identity. appssavvy is an activity advertising technology company. Through its activity platform, appssavvy Peter Wang Senior Vice President of Engineering, Appssavvy Director of Engineering, Buddy Media enables leading web, social and mobile publishers to 7/26/12 unlock and create new, display advertising opportunities. Z2Live is bringing the next generation of gaming to Lou Fasulo Chief Executive Officer, Z2Live Chief Operating Officer, Z2Live mobile.
    [Show full text]
  • Comcap Evolution of Digital Brands Report
    DIGITALLY NATIVE Summer 2020 ComCap Evolution of Digital Brands Report DISCLAIMER: ComCap LLC make no representation or warranty, express or implied, in relation to the fairness, accuracy, correctness, completeness, or reliability of the information, opinions, or conclusions contained herein. ComCap LLC accepts no liability for any use of these materials. The materials are not intended to be relied upon as advice outside of a paid, approved use and they should not be considered a guarantee of any specific result. Each recipient should consult his or her own accounting, tax, financial, and other professional advisors when considering the scenarios and information provided. And yes, we are probably representing1 and/or soliciting business from everyone in this report. Foreword to ComCap’s DNVB Evolution report . Since the publishing of our original DNVB report we’ve had the opportunity to work with brands, marketplaces and consolidators and speak with scores of venture capital, private equity firms and major brands and retailers about their intentions for the space . As a firm focused on M&A and private placement transactions, we’ve been keenly interesting in seeing disruptive companies come to the market . Ultimately we’ve been disappointed in the sub-sector’s evolution, our overall take is that most DNVB’s are single-product companies and lack the scalability or leverage needed to capture significant share or to truly disrupt large incumbents . Most founding teams excel at either product or marketing in a single channel – very few teams are able to raise the capital needed to build out a team that is effective across multiple products and multiple modes of customer acquisition .
    [Show full text]
  • Mobile Smart Fundamentals Mma Members Edition January 2014
    MOBILE SMART FUNDAMENTALS MMA MEMBERS EDITION JANUARY 2014 messaging . advertising . apps . mcommerce www.mmaglobal.com NEW YORK • LONDON • SINGAPORE • SÃO PAULO MOBILE MARKETING ASSOCIATION JANUARY 2014 REPORT CMO as Chief Innovator As the MMA continues to help CMO’s build their team’s mobile marketing capabilities, we’ve been thinking about how this in turn contributes to a shift that has been happening in many quiet corners for some time. In 2013 however, CMO’s such as Walmart’s Stephen Quinn started to talk directly about the need for CMO’s to be the ones to make innovation happen within their own organizations. Given mobile’s power to transform marketing, the MMA will continue to make innovation a key focus of all our programs in 2014, not least of which, will be our Mobile CEO & CMO Summit, running July 13-15, 2014 at Hilton Head in South Carolina. Gathering the industries leaders each year at this event has become an essential part of our calendar. It not only serves as a unique opportunity for this busy group to be in the same place at the same time, but given the insights and experience of those in attendance, also allows us to truly focus the conversation on transformation. This, once again, will be front and center at this year’s meeting. It’s a unique opportunity to be in business today and be confronted with something that will and is already having, such a dramatic effect on the status quo. I look forward to supporting you, your business and all our members as we navigate these changes ahead.
    [Show full text]