HUGE Digital Strategy Case Study. Strategic Planning and Implementation LDR660 SA Professor David Lucas Team: Catherine alvarez, Shelley Corp, Sieata Duhart, Nakia shipp.
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Strategic Planning and Implementation
Professor David Lucas
Team: Catherine alvarez, Shelley Corp, Sieata Duhart, Nakia shipp
Let’s take a listen to Aaron Shapiro from Huge as he offers social media tips to shoppers: (03:03)
Retailers: Mobile is for “serving” your users.
What is the primary issue/opportunity presented in the case?
How should the organization respond to the issue/opportunity?
How can the organization implement and evaluate the chosen strategy?
HUGE was the fastest-growing digital agency in the United States with a growth explosion between 2005 and 2010 from $3 million in revenue to $45 million.
The CEO –Aaron Shapiro has felt that the growth for which he was hoping –to revenue levels in the hundreds of millions-would require a shift in strategy.
Altering the nature of client relationships
Expanding marketing services
Making a push into the healthcare and pharmaceutical markets
The question was: How could HUGE best pursue growth without compromising the formula that had already made it so successful?
Targeting the Healthcare industry would be the best strategy for HUGE.
Develop a team with employees from all areas of HUGE as well as outside stakeholders ie; MD’s, Nurses healthcare IT folks etc to come together as a small group and brainstorm ideas on what the current and future needs are of the healthcare industry .
Employing a smaller HUGE-Healthcare division within HUGE
Hiring a Healthcare Team, ie: Physicians, nurses, healthcare IT staff etc
Selection: Austin, Texas
1. Most Digitally Savvy City in U.S.
2. Nationally Ranked Hospitals
3. University setting
Scarce talent in the marketplace
Conflicting client needs
Moving forward taking on too many projects without the right staff and infrastructure in place would risk lessening the quality of work performed.
Pharmaceutical and Healthcare online Ad spending is projected to increase to 1.52 billion dollars in 2014
Both male and female consumers report that they would utilize digital strategies with their Doctors and healthcare providers.
Healthcare reform demanding Cost containment, High quality care and positive consumer experience along with maintaining profit margins for healthcare systems will drive the need for easy and accessible access to care.
The requirement of Electronic medical records across the country will drive business to the digital companies for assistance in implementing the processes.
Complex and fluid nature of the relationships with their competitors and complementors
Currently two main competitors –Digitas and Razorfish
The fastest growing group of consumers in the healthcare market are 60 years old and over.
Funding by customers (healthcare systems, pharma) could be potentially restrictive with new regulations on payment from Insurance payors.
Most healthcare systems currently have some software/digital technology and the need to be able to provide interfaces with digital technology and current systems will be huge.