Part 4 (1/2)

5 Technically sound: Technically sound copy is concise and powerful It uses proper gra level It is also consistent in person, voice, tone, and for skills and the ability to apply these skills whatever the task, medium, or subject matter

6 Creative: Never underestih many of the other elements we have discussed can be learned, business-savvy creative writers are in high demand and scarce supply, and can be an invaluable asset to your agency

7 Results driven: Copywriting needs to be tied to organization objectives, and should play a key role in delivering results, such as generating leads, educating key audiences, and positioning as an industry leader

Copywriters should be invested in tracking the content's success through eviews, content downloads, social media reach, and leads This enables future content to be strategized based on past perfore the incorporation of new ideas and topics, to drive traffic and capture audiences

Understand Your Role in the Ecosyste-services ecosysteency classifications: disruptors, traditionalists, softservers, specialists, connectors, and soloists Each plays an essential role in the development of a more open and collaborative coency profiles, then visualize how the ecosystem functions

Disruptors

Disruptors will be the dominant players in the new ecosystem They are the ration, diversified services, and talent versatility Disruptors are always pushi+ng to evolve services and pricing, and they have the ency brethren, disruptors are risk takers that fight to re like underdogs

Few fired to date that eencies As a result, treencies with the will and drive to develop rated ns that adhere to the principles of selective consu, social , website develop and analytics, as well as evolved for Core capabilities will center on digital services, with a mix of traditional activities as needed So soloists and specialists, especially in the early years as they develop talent and advance internal capabilities

Staff: Versatile professionals with strong backgrounds in h value will be placed on expert copywriters who are trained in authentic on-page and off-page SEOconsultants All eed in socialin Chapter 3

Pricing: Value based ider appeal to theencies consistently produceinbound links, website traffic, leads, and sales Quickly shi+fting away from arbitraryequivalency, and PR value

Technology: Fully ieneration of tech-savvy, entrepreneurial-minded professionals Cloud platforrowth and adaptability

Infrastructure: More agile and tolerant to risk than traditional hly scalable in terraphic markets, and revenue streams

Leadershi+p: Prototype founders have 5 to 10 years of agency experience, with exposure to a diverse collection of accounts and industries, and strong insight into agency ital natives who understand what is broken within the current agency model, and have the drive and desire to do it differently There is significant financial risk, so the ideal professional lives a s, and, ideally, has so to provide a 12- to 18-o further into funding and financials in Chapter 4

Growth: Drarowth ers and acquisitions of co, web developers, e-h roithin the collaborative ecosystem

Market focus: The industry leaders will have a mass-market focus and international appeal (the Internet has no borders), but, like any eencies to prosper by concentrating on niche ments and/or services

Traditionalists

The unfortunate truth is that traditionalists are the irrelevant aristocracy They are still influential due to their large networks, established client rosters, and legacy brands, but they havedisruptor class Their archaic business models are difficult to evolve, and, therefore, they will struggle to compete as more co needs

The advertising and PR industry conglo anywhere soon, but in the ladly chip away at the underserviced s larger enterprises one division at a ti the traditionalists' influence and authority Following are characteristics of traditionalist agencies: Current market leaders with solid reputations and brands, and respected leadershi+p tea to profitably integrate digital services In roups internally that specialize in digital; however, digital services and thinking are not ingrained throughout the agency

Staffed with so talent, but stand to lose A players to e firms that offer more innovative cultures Top traditionalist professionals are also prime candidates to launch disruptor firh-paid executives and partners Thismodels and build acy systems that inhibit their ability to es needed

Some top traditionalists have the resources to acquire upstart disruptors in an effort to reet acquired as competition intensifies

Unless these fir obsolete over tiory of traditionalists will develop that successfully evolve into tech-savvy, hybrid agencies but lack the vision and growth goals of disruptors They will be able toas they can retain their top young talent, but these professionals will be highly motivated to find more dynamic career paths with disruptors and softservers

Softservers

Softservers are a relatively unknown yet quickly evolving breed Technology co software develop service divisions, either based on customer demand for advanced product expertise, or out of necessity to i churn rates-a key metric for software coing classification that includessoftware co levels of services and consulting

Their presence creates an intriguing dynae of client needs, financial resources, and their role in driving change velocity In essence, they have significant leverage, and can always be one step ahead of the agencies that rely on them for referrals

Their services are directly tied to supporting adoption and success with their proprietary products

Softservers are unlikely to build full-blown, in-house agencies in the near term, since service-based businesses earn lower valuations However, their presence can be a disrupting force for encies

Overall, the existence of softservers pushes encies to continually innovate As a result, they present more opportunities than threats to the ecosystem

Specialists

Specialists focus on niche h dee premiums for their services Specialists also have opportunities to build strong brands as thought leaders by sharing their expertise on blogs and within their social networks These agencies may have direct clients, but also coencies and online marketplaces for business develop expertise in niche markets and services, such as SEO, PR, web developn

Niche focused, which may still be lucrative, but lily difficult to remain specialized in service areas, as selective consu increased client de solutions For exa ies and social- partnershi+ps with traditionalists and other specialists that they rely on for business development and revenue

Likely more project based, whichrevenue needed for growth and stability

Priencies looking to pull resources in-house

Firh disruptor agency partnershi+ps-as long as there is limited crossover in services

Connectors

Connectors are often the thinkers and networkers, not the doers They prefer to make connections and build provider networks that enable theins This business model frees up their time to pursue multiple ventures, and affords them the opportunity to prosper off their reputations and profiles through activities such as consulting, speaking, and publishi+ng Coest capabilities lie in networking, proement

They rely on a distributed network of soloists and specialists to do the work, while they

They are likelywealth and a balanced lifestyle than investing the tiency

They are often social ive them flexibility in their career paths