Growth Key: Showing our target audience of obsessive investors that we understand their world.
Growth Key: Showing our target audience of obsessive investors that we understand their world.
Today, scores of former agencies are dropping the “agency” moniker. Where does DIGO stand? As usual, we’re going to give it to you straight.
If by “agency” you mean one of those traditional, hidebound, pretentious, print, radio and tv factories, with initials on the door, drawn from the names of dead white men, massive overhead, executive committees, public stock, analyst meetings, acquisition funds, full-time novelists with ten-year separation agreements, “integration” by acquisition, A-Team for pitches, B-team for clients, C-team for clients spending less than $100 million, trainees for you, bill by the hour and commissions too, “creative” timesheets, “well it’s your fault because you changed the brief,” If that’s what you mean by agency, then DIGO is definitely not an agency.
On the other hand, if by “agency” you mean your passionate “agent” in the world, your committed partner, your confidant and advisor, your arms and legs and surplus brains and guts too; if by agency you mean your team, your comrades, your eyes and ears in the marketplace, people working on your marketing problems and opportunities even as you sleep; if you mean the people who are helping you build your brand and your business, make the most of social, mobile and digital opportunities as well as wring the last bit of efficiency out of traditional channels; if you mean the people who always delight you with unexpected ideas, who sweat with you and celebrate with you too; if by agency you mean the people who make your job possible and your mission attainable, well then DIGO is definitely an agency, and damn proud of it!
By Jeff Pundyk
Back before search, there was browse.
When I first started goofing around with the Internet in the early ‘90s, there was no directed search, no search engine optimization, no organic search, no paid search. We browsed. We looked for directories of links and followed them wherever they took us. We wandered. Often aimlessly. It was the thing that hooked me on the Internet – the idea that I could skip across the globe from computer to computer, driven by my curiosity and by serendipity, until I discovered something. Serendipity was the key. Serendipity meant unexpected outcomes.
Lycos and Yahoo turned up in 1994, providing centralized directories. The term of art was “drill down.” We’d start at the broadest level and with each click “drill down” deeper and deeper into more specialized categories. But we weren’t really drilling down. We were drilling sideways and backwards, up and down, driven by those unexpected outcomes and delighted by them. Think of it as guided curiosity.
Now we search. It’s directed. Not only do we search, but we each get personalized answers to our queries based on our previous searching habits. We get “search results” that are cooked just for us based on our search history. Personalization is everywhere – Netflix, Amazon, Google, ad servers. Our social networks are personalized too, filled with people who think just like we do, and offer an echo chamber of links that ricochet around our networks. And each of our “likes,” “RTs” and “checkins” simply serve to reinforce our borders. Eli Pariser calls it “The Filter Bubble”, the idea that personalization by algorithm and cloistered social networks are fencing us in.
The promise of the Internet is still its ability to connect, whether it be people to people or people to ideas. “The Filter Bubble” warns that we risk only connecting to the people and ideas that we already like. We say it’s not too late. The personalization algorithms are just responding to our own actions. So let’s get out of our bubbles. Visit bloggers with whom you do not agree; expand your network to include some dissonant views. “Like” something unexpected; follow someone unfamiliar. Do not simply accept search results; browse the Internet.
After all, the ingredients for growth are not usually found within our familiar borders. There is little to be learned from reinforcing what we already believe. Rather, growth comes from testing our beliefs against new ideas. Often, growth is found where we least expect it. Seek out serendipity.
YOU: …wouldn’t be comfortable in any box on an org chart, because you’re too big to be boxed in. You’re ready for
a be-more / do-more / accomplish-more opportunity.
WE: … put people on teams, never in boxes. While we can be considered a thriving independent strategy / research / brand / design / innovation / advertising / direct / digital / social marketing agency, we prefer the handle: brand-driven growth network. We make things grow, from product innovation to every facet of promotion, and are looking for seasoned, multi-talented, Account Supervisors ready to show how they can help make us, and our clients, grow.
YOU have:
We are looking to extend our network of Flash Developers, Web Designers and Web Developers to help us make the Internet a better, more beautiful place.
We’ve got a lot of work to do and need an army of creative contractors to help us out. Join our network of interactive talent.
Flash Developers
Web Designers
Web Developers
Send resumes, urls, apps or any other way we can get a feel for your work to careers@digobrands.com
This Father’s Day, we’re looking for an artist who can give the song that made a million dads cry a refresh for the Facebook generation. Are you talented enough to do the job? Visit Offlining.com to enter the contest and find out.
The winning songwriter will get an aggressive P.R. push from one of NYC’s premier public relations agencies. We’ll get your music heard by all the right people (labels, press, blogs, etc). It’s a great way to make connections and get your career going. And maybe even make a difference while you’re at it.
We never owned one of these. While CEO Joseph Park was kind enough to offer us shares of Kozmo, now worthless, back then we said, “we’re still figuring out how to make our clients successful, and we don’t have time to figure out how to be successful investors at the same time.” So, we value invested the first internet boom. We decided that the value we’d get out of it would be opportunity, experience and learning. We didn’t trouble ourselves about “upsides” we might be missing. Living well is the best revenge, we thought, and we were living well.
Now that talk of a new digital boom (or bubble) is in the air, and the line at our door is once again lengthening, it’s interesting to note how we at DIGO played the first dot com boom and what we learned in the process. If the story of Kozmo.com tells us anything, it’s that boom time decisions can kill otherwise prescient and viable growth businesses. When people manage toward the changing whims of investors, fundamental business values can suffer, and sometimes the wounds are mortal. It’s hard-won wisdom that our clients — today often our partners and fellow shareholders — can rely on. No extra charge.