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Newsletters: Thunderhouse Update
Jan 05, 2009: ThunderHouse Newsletter - Volume 1 No. 1 3 Comments
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ThunderHouse Focus for 2009
ThunderHouse thinking and focus for 2009 is being greatly influenced by the negative economic situation. Businesses, for the most part, are dead in the water, looking more to hold on to what they have rather than seek out growth opportunities. This mirrors what consumers are doing: holding on to their cash rather than spending it on non-essentials. It is increasingly obvious that merely throwing government money at the multiplicity of problems we face will not solve our basic problems nor turnaround the economy in the near term.
In this climate, capital for new ventures and innovations is scarce, and yet paradoxically, innovations that can stimulate demand will play an all-important role in any turnaround. A recent op-ed piece by Thomas Friedman has influenced our thinking: "Businesses have to rethink, reinvent and retool their products and operations." ThunderHouse and the MarCom industry are no exceptions. And we recognize the historic importance of new technologies in driving MarCom innovation and growth.
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ThunderHouse Unique Positioning
ThunderHouse is uniquely positioned: We bring innovations to fruition through communications. And we believe that effective communications are at the heart of moving innovations towards success at every stage of development.
In 2009, ThunderHouse will take on a very bold mission: Rethink, reinvent, re-engineer and retool the MarCom industry. We are not starting from scratch, and in fact, have a good head start with the intellectual property, intellectual capital, work processes and the visualizations we have developed over the last five years. ThunderHouse and NextGen MarCom are strong trademarks for branding a re-invented MarCom service offering. We have filed a provisional patent on the MarCom Spectrum, a proprietary and highly visual software application that will be a cornerstone of our new approach to MarCom. ThunderHouse has strong leadership in North America and a mini-network of business entities set up in the USA, Mexico and Canada. These assets put us in a strong position for ThunderHouse expansion in 2009.
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New Prospects for ThunderHouse in 2009
Our Canadian partner, Tony Miller, said it best: "Go BIG or go home!" ThunderHouse was conceived for implementation by a major MarCom holding company with a roster of blue chip global clients. We have been self-funded since 2003 and struggling to prove our business concept with innovations from under-funded start-ups, rather than working with major marketers. It's time to rethink our best pathway for expansion. Given the ThunderHouse assets, 2009 is the time to: "Go BIG or go home!"
The MarCom holding companies are stuck in their organizational structure, business models and current service offerings. They are finding it difficult to keep pace with the growing complexity of digital MarCom and the multiplicity of constituencies required for launching innovations. The major consultancies like McKinsey, Accenture, Capgemini, Booz & Co. and Deloitte have long coveted the revenues of the MarCom holding companies. They, too, have the client rosters and are not limited in their strategic thinking by equity positions in MarCom companies. The MarCom Spectrum software can facilitate their resourcing specialized MarCom services from a far wider field than available within the MarCom holding companies.
Starting with this first 2009 newsletter, ThunderHouse will develop a list of prime contacts within the major consultancies and within selected holding companies to secure a strategic alliance and funding for expansion.
Any thoughts or suggested contacts will be greatly appreciated.
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Comments
Dennis Wong on Jan 05,2009 at 01:16 PM
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It appears that the business strategy for 2009 is "Go BIG or go home!" So how will be relevant?
Three Questions:
1. In light of the ThunderHouse unique positioning: "We bring innovations to fruition through communications" ... is our business problem as follows:
A. The lack of available innovations that can be successful regardless of how well it is communicated, OR
B. There are good innovations that fail to achieve their due outcomes because they are not well communicated?
2. Based on the TH unique positioning, what are the TH deliverables (services and/or business models) that are different from other MarCom companies?
3. If going "BIG" mean partnerships with big companies as TH was originally conceived -- "for implementation by a major MarCom holding company with a roster of blue chip global clients" -- what will be our business proposition to prime prospects?
DW
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Art Tauder on Jan 05,2009 at 04:38 PM
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Before we spend time discussing these questions, I think it would be advisable to read the next group of Newsletters that have been already written and will be sent out to ThunderHouse associates in mid January (NextGen MarCom Newsletter #1 & #2)
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Art Tauder on Jan 05,2009 at 05:45 PM
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Got several email inquiries on the Newsletter distribution list and objectives. First few newsletters will be sent to my closest Associates, friends and family; just letting them know my business direction at the start of 2009. Also some confusion about the jargon: "MarCom" (the Marketing Communications industry), NextGen MarCom (the 2009 industry rethink, reinvent, re-engineering and retooling that we're working on), and The MarCom Spectrum (a specific classification of disciplines and software tool). Sorry for all the jargon ... Guess we're just used to it working on the ThunderHouse business everyday.
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Jan 05, 2009: ThunderHouse Newsletter - Volume 1 No. 1. 3 Comments
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