(cif) Context, History and Random Thoughts
The internet has had a dramatic impact on commerce, business.and marketing The 'net' facilitates consumption and interaction. Business creation or reorientation has sought financing more directly and prematurely due to competition for resources and the need to speedily implement ideas before competitors capitalize on similar visions. Marketing has had to quickly adapt to the net environment. Marketers have tried existing and new methods to position clients in front of and in the minds of users in order to direct the attention and "eye balls" to a client's respective site. With so many new businesses created, existing business redefined or existing businesses expanded, marketers have not always been successful with their old or new methods to direct traffic to sites in such a cluttered marketplace. Less expensive methods are necessary.
Now tsig started without its "dot com". Tsig redefined itself to fit the new market place . Such a redirection wasn't easy. Creation of any business takes refinement. In a shifting nascent marketplace like the internet many e-business have gone in and out of focus. Tsig's travails aren't unusual.
CDnow was started in garage in Jenkintown, PA on credit card debt. Initially Tsig has transformed itself from a telephone support or teleservice company into an internet retailer like CDnow with telephone support. Then tsig added more and more management for a more grandiose vision.
With Hwang, Guild, Newton et cetera tsig became a "dot com" akin to a kitchen with too many cooks in the kitchen with too many pots on the stove, and not enough money to pay for the cooking gas. Moreover, each and every one of these chefs wanted to prepare a different menu. While the menu was being debated and expanded, food spoiled and other resources weren't effectively utilized.
Refocusing was necessary. Refocusing occurred. Exit left Haber, Newton, Lewin, Hwang, Guild and others. Consequently, only essential management remains with a coherent vision and new directors well connected like Ragano and Walters to enact that vision. Tsig made mistakes, but more importantly tsig.com appears to have learned from its mistakes. Tsig.com also appears to have learned more about its strengths and weaknesses through its growing pains.
During the "menu debates", tsig was trying to do too much too soon. Web site development and hosting was a main course. Tsig.com was trying to position itself in a competitive marketplace on pricing. In this smorsgasbord, tsig.com unique marketing strategies were just another plate on the table. The mymusiccard site became less of an example of how offline viewers could be directed online to a site, and more of an example of a economically developed and hosted url to be emulated.
Fortunately, tsig.com realized that there are plenty of web site developers out there already well positioned and competitively priced. Tsig.com also realized that being simply an online retailor wasn't an expansive enough and sustainable business model. Rather tsig.com has appeared to realize its greatest strength which also fulfills the greatest need. This strength answers two pressing questions facing web sites: How to get people to a site and how to keep them there at that site.
Internet companies can be defined overly simplistically as destinations or common denominators. Destinations congregate content, products or services. Common denominators are necessary services required by other companies. Some examples of destinations are etailors, and portals. Some examples of common denominators are fulfillment houses, accounting software, and marketing services.
Tsig.com's is growing through its prior pains into both a destination and common denominator. Tsig.com's product sites are destinations. Tsig.com's marketing strategies are common denominators. These two can be both inclusive or exclusive. Or, in other words, tsig can use its marketing strategies to direct traffic to its sites or those of others.
to be continued
=========================
|
