 Welcome everybody. I'm going to talk today about specialising or not. During this talk, I'm going to basically tell about a bit of history of our company, the choices we've made, and I'm going to give you some insights on how to look at your company, your work, your competitors, and basically how to benefit from it all. So it will be a walkthrough, it will be a bit of theory, and some anecdotes of what we've came along in the last ten years as an agency. Please feel free to have questions at the end of the talk. Difficult ones, I don't care, interesting questions just come along. All right, first some introduction, who is Wan Shu? Wan Shu is the agency I started ten years ago. We are an integrated agency, 40 specialists were based in Newtract and in Munich. We love to innovate and we work integrated and that's a really specific choice I'm going to dive into later on in this session. So basically what we do as an agency is that we combine advertising and digital and that's not the easiest choice that we've made ten years ago, but we had an idea because omni-channel marketing, and that was basically at the time, the buzzword, everything was integrated, everything was experienced, and everything was omni-channel because we had multiple channels to work with. I've worked with Vodafone before and I knew that mobile was coming, this was in 2006 that we started, and I knew that mobile would become a dominant channel as well. So we were focusing on omni-channel marketing, which gives brands the opportunity to reach clients via a multitude of channels, but it also gives the customers basically a choice to convert via their channel of choice. So basically if I want to buy a pair of socks, I can do it via my mobile telephone, I can do it in a shop, but I can also do it via my laptop. So basically it's placing the customer in charge. That was basically when we started, so we started ten years ago already designing customer journeys and I don't know if the word already existed at the time, but we were already drawing lines about how the customer is moving forward. Why I'm telling you this, I'll tell you later on. So we work for a broad range of clients. We've already had the choice in the past to basically choose a specific vertical, for example the building industry or the transport industry logistics, but we didn't because in 2008 when the recession hit Europe, I saw a lot of companies basically fall over. Companies or agencies that were specifically targeted on the construction vertical and basically that was giving us the insight that we didn't want to choose one vertical because it's like betting on one horse and that's risky and as an agency we're quite risk averse. So this basically laid the grounds of our agency. So basically to specialise or not to specialise, that was the question. Are we going to specialise, are we going to be a Drupal agency? Are we going to specifically focus on just Drupal and then we knew that would be the easy choice, the easy way forward because if we would have chosen just Drupal we could have basically all our processes in place specifically focused on Drupal, but we didn't. We didn't start as just a development company and we started as an integrated company because we believed in this customer journey, we believed in customers making a choice of themselves. The customer already in charge and we decided to offer services from design to UX and development and we knew that would be the difficult path and it's been difficult. Why? Well, it's easy. When we grow up we are taught to think in boxes. Still today people come up to me and say, okay, so you're an internet agency. Well, no, we're not. So you're an advertising agency. No, we're not. So you're a mobile agency then. No, we're not. We combine that. Well, that's not possible. And then I tell them why not because well you have to choose. And in the early days it's really funny. We started off in an incubator and we got this consultant for like six sessions to help us really kick off our agency. And the guy comes up to us and says to my companion to me, he says, okay, you have to make a choice. Well, why? He says, well, everybody has to make a choice and you have to be really specific in what you're going to do. So you either have to be specific in you becoming a digital agency or a Drupal agency or an advertising agency. He says, well, we're not going to make that choice. And he thought it was absolutely ridiculous. He thought we were really stupid at the time. And the funny thing was is that he came up to us. He says, you're really, really going to do it. He says, yeah. And then he told us, well, this is Dutch proverb. He says, you have to see where the ship hits the shore. So I told him, well, that's going to be easy. It's going to be the Bahamas. You know, because that's where we're going to end. You know, we're going to make this a big success. You know, we're going to grow this agency and we're going to end up on the Bahamas. And then he starts laughing and says, well, good luck with that. And he still didn't believe that we were going to do it. This was actually in the time, you know, we choose Drupal because we were looking for basically the Swiss Army knife. And this was at the time that Dries was beautiful, you know. The market was, you know, I was still young and beautiful, you know. And Dries was still young and beautiful and available. And yeah, we were actually the first agency to choose Drupal in the Netherlands. So we choose it. There were a few people, you know, out of a hobby playing around with Drupal. And we thought, well, OK, let's turn this into a company. You know, let's adopt Drupal. So, and then we found out, OK, it's open source. We need a community. You know, there was not really a community. There was a small event, the Drupal Gem, as it was called. And there was like five guys around pizza boxes having a laugh about Drupal. And I said, OK, so I attended that meeting. I still remember it coming up there. And there's this guy in a suit standing behind me looking at those guys sitting around pizza boxes now talking about Drupal and how cool it was. And I look at the guy, I said, OK, so who are you? I said, well, I'm from KPN, which is basically the largest telecom provider in the Netherlands. And he said, yeah, I've heard something about Drupal and I think it's interesting. And then I thought, OK, cool, you know, if a large company like that is interested in Drupal, we should make these events more worthwhile to visit also for bigger companies. So I started helping organizing the Drupal Gem, started helping growing the community. And in a couple of years' time we drew the Drupal Gem to an event of about 400 people. And it's still going on. There's a whole team now organizing the Drupal Gem, they're doing great events. And basically, yeah, I'm quite proud of that. Organizing that community was a necessity. Why? If we wanted to be successful with Drupal, we needed competitors. And you find that probably weird. But you cannot basically drive a market yourself. You need competition. And I knew it was, I think it was about a couple of months later that another company popped up. It was called Mathcap at the time. And they come up with us and says, oh, you're doing Drupal as well. Yeah, you found it. Yeah, we found it as well. And it's Drupal 5.4. No, 4.4 it was. So it was really in the basic state. And they loved it and we loved it. And basically we teamed up in coming up with a way of selling Drupal to the market on an enterprise level at the time already. Then I knew at that time already that if we were going to be successful, if we would drew and create a community, we would also create a red ocean. So now I'm going to explain to you about the blue and red ocean theory. Who knows about the blue and red ocean theory? Very good, very good. For those who don't know it, basically when there's a market, no, fishing yourself an ocean. You're a shark and you're swimming around and there's no other sharks there, but there's plenty of fish for you. So you swim around, you open your mouth and you get feed. Basically it was once you in the early days, we did Drupal, there was plenty of opportunities and we got business easily. So we were swimming around and then after a couple of months the second shark came in, Madcap, but it was a big ocean. So we didn't care, we teamed up, opened our mouth, fish came in and it was hilarious. So a couple of months later internet and limited came up. There's a guy over there, yep, you are there, very good, very good. And we teamed up, three sharks, big ocean, having a laugh. And yeah, we had, there was so much work at the time that we were approached. We were sitting down with the client and he said, yeah, I've invited two other companies and I knew the app, it's Madcap and internet and limited. And basically there was so much work, we were prospering, we were having a laugh. Basically you can also jump into a market which is already heavily contested, where like a thousand sharks are. If sharks are competing with each other to get that fish, sharks are biting each other. And when sharks bite each other, there comes blood. And basically when there's blood a blue ocean turns into a red ocean. And I knew that Drupal itself would become a red ocean. That would be ineffable. That's just the force of the market, force of nature as well. So 2006 the Drupal was like the blue lagoon. And there's no half naked ladies running around on the beach. But it was the blue Drupal lagoon. First Drupal agency in the Netherlands were having a laugh. And in 2008 there were three agencies like Madcap and internet and limited. And then it would grow. So after 2010 we had quite a bit of competition already. Why? We were really successful in organizing the Drupal gems. Creating a buzz around Drupal, sending out press releases. All that kind of stuff to promote Drupal. And we had to diversify our offers. We had to distinguish ourselves from the other agencies. We've been doing that quite from the beginning already. But I'm now, and we're currently, I think it's about 53 agencies in the Netherlands. We have 17 million people living in the Netherlands, a small country. But we have 53 agencies that present themselves as specialized Drupal agencies. And then still there's also international competition coming from Europe. So that's a heavily competed ocean if you know what I mean. So what I see now happening is, what I see is that agencies are already choosing to specialize themselves. They're either diverting to what you can see a corner of this blue ocean. I'm truly going to focus on the government market, for example. Or I'm going to focus on the advertisement bit, marketing. So that's basically swimming away from the center where the heavy fire is going on and diversify yourself. That's an option I'm going to dive into a bit later on. But there's also an option to find another blue ocean. Basically swim away and go from the North Atlantic to the Pacific Ocean. It's a bigger ocean. So the red ocean versus the blue ocean theory, basically it's competing in a existing market space. That's what it's up to. It's a war out there. Beating the competition, that's what it's all about. Exploit existing demand, make the value cost trade off, to balance it. And align the host system of affirmed activities in a strategic choice of differentiation or low cost. So that's some strategic moves within the red ocean. You also have the blue ocean that's creating a contested market space. We found it, and the funny thing is, Drupal, blue, blue ocean, that's what we found in 2006. It was a blue ocean. Make the competition irrelevant by creating that blue ocean. You can do that, you can create blue oceans, creating capture new demand, break the value cost trade off, and align the host system of affirmed activities in pursuit of differentiation and low cost. So it's basically, you are in charge, as a CEO or as a company, you are in charge of making those choices. And are you up for a fight or not? Or are you willing to fight? Or would you not like to fight and swim around in an ocean like a shark and just be happy and having a laugh? So that's basically the choices you can make. There's a couple of principles around the blue and red ocean theory. Basically, reach beyond existing demand. I'll show you that later, and I'm going to dive into that in the next slide. Reconstruct market boundaries. I still remember, this is a little anecdote I came up with. There were CEO events organized, they were called CXO events, and there was one CXO event in Brussels. It was basically one of the first CXO events where all CEOs came together. And it was basically the start of point for Acria at the time. And we're there as Drupal shops, sitting there, and Tom Erickson was there. And I still remember, I was asking the question, Tom, you're going to present yourself as Acria, are you one of those big elephants who's basically running into the market and breaking everything up or not? And he says, OK, I want to talk to you about it. So with all CEOs who went into a room, and Tom Erickson sat there, and he says, you have to look at the market as a pie. And if we join forces together, we can grow the pie. So basically reconstructing those market boundaries by making it bigger. And that was at the time was uncontested because there was a thing that within the Drupal community nobody was talking about, nobody was talking about commerce at the time. Nobody was talking about making money. And some of you were here last night at the Drupal CEO dinner, and yes, now we are talking about money. And at the time there was basically a cultural movement that happened within the Drupal community that we started talking about, you know, creating markets, creating a bigger pie and actually make money with Drupal. And there's nothing wrong about making money with Drupal because it pays the salaries of our employees as well. So that was interesting at the time Acria came in and then we decided, OK, we're going to make this pie a hell of a lot bigger. Basically what you have to do is focus on the big picture, you know, not the numbers. When you have or you want to create a blue ocean, please create a big picture in your mind. This is where I want to go to and don't focus on the numbers too much, you know, because that could be a constraint. And then you have to get the strategic sequence right, you know, make the right steps to create that blue ocean. You have to overcome some key organizational hurdles. I will be diving into that later on as well and build execution into strategy. So really, really important principles when you decide or consider, you know, changing your company and move away from this red ocean. So reach beyond existing demand, you know. We are, as an agency, in a really nice state that people are calling us, you know. For the last ten years we haven't hunted for clients at all, you know, this funky keeps ringing, you know. So that's where we're lucky. But then again, you know, if we decide to grow and if we want to, we have to be looking at the first tier. That's soon to be non-customers who are on the edge of your market waiting to jump your ship. Basically there's a gazillion opportunities out there, you know. But, you know, as you're focusing on your daily business, you know, people are not looking beyond that little horizon they've created. And there's a gazillion opportunities out there, basically people who are interested in your services. That's basically the first tier you have to focus on. The second tier is refusing non-customers who consciously choose against your market. You know, there's a whole bunch of potential customers out there that say open source. I'm not sure, you know. Focus on them, convince them and convert them into potential clients. You know, it takes marketing effort, it takes, well, events like this, you know, to show the world how great Drupal is, all that kind of stuff. But you can convince them, that's the second tier. And then the third tier is like unexplored non-customers who are in the market distance from yours. We were just talking about 3D HoloLens stuff, you know, basically is a total new market. You have your content within Drupal and then basically export it or publish it via Google Glass. That's HoloLens and other areas. So that's basically customers, unexplored non-customers in markets, way distant from yours. You're not looking at that right now, but that's an opportunity as well. And now we're looking at the key organizational hurdles. Especially when you have a larger organization, you have to overcome some hurdles. But even, you know, in smaller companies, you know, there's always people who are pretty dominant, you know, and have a will and have a say in how things are going. The cognitive hurdle, example, try to meet with some discounted customers, you know, try to talk to them and see, OK, how can you change them and draw your market space again? You know, that's an option. A resource hurdle, hire and fire and swap around where it's needed. If you choose to go into a blue ocean, you know, you have to restructure your company, for sure, because it's a new ocean and it requires a new set of rules, new set of tactics and new processes, everything. Everything's going to be new. That means that you really have to carefully look at your employees, are they in the right place or not? You know, so you have to either swap them around, hire some new ones, maybe you have to fire some. That's basically which is the last thing you want to do, but if it's necessary to be successful in that blue ocean, think of this one and that's a hurdle. You know, I know every entrepreneur doesn't like to fire people or swap around, reorganisation isn't fun, but a necessity. Motivational hurdle, break down overall strategic objectives into bite-sized chunks. When you go into a blue market, a blue ocean, it could be, it looks like Mount Everest, you know, none of the climbers of Mount Everest go up there in one go. They take it in small steps and climb the mountains, you know, in really small episodes. So, if you have or make a move into a new blue market, bite-sized chunks, that's what it's all about. Create small objectives, reach them, celebrate them and move forward to make it a fun ride. Right. Political hurdles, within your company you probably have angels, you have influences. Some people have to gain, there's also some devils probably. If you basically move into a blue market and somebody who's totally against it, you know, maybe he's afraid to lose his job because he's not willing to work in that blue ocean. That's also some stuff you have to consider. All right. So, basically back to one shoe. We could choose, we could have chosen to be a specialist, but we chose to have specialists under one roof. And it sounds really easy. Believe me, it's not. Why we chose advertising and digital, and believe me, the advertising world has completely different procedures than the digital world has. I wrote a column last year about enforcing strom within the advertisement world. Look at advertising campaigns from a strom perspective, small steps, iterate, and basically work from that perspective. And that was basically applauded by a couple of universities that said, well, hey, this is a new way of thinking. And we've tried it, but it's really difficult because people who are in the advertisement world are really traditional and try really to stuck onto their old processes. So, we're trying to make a move in that. So, yes, we're not taking the easy way to the Bahamas. We're taking the difficult road. But for now, it's still working. And for us, it's like a blue ocean because there are not a lot of contestants in the combined world of advertising and digital. Why? Well, it's pretty easy. Normally, a copywriter and a art director are combining forces and start an advertising agency. On the other hand, there's mostly one or two developers who start a digital agency and start developing. You know, we build a website cool and another website and oh my god, it's too much work. We had another developer and another developer and suddenly they have a company. So, they don't have the advertising DNA within them. But the same thing happens within the advertising world is with most of the advertising agencies. They don't have the digital DNA within them because they started as a creative agency. We've been combining these forces and for us, basically, that's our blue ocean. And I'm loving this blue ocean strategy. I can tell you that because we're doing actually pretty well. And we now see a movement and it's taken us ten years of eventualising this work. It's that people are now looking at, hey, this customer journey is really important, you know. And customer journeys, everybody's talking about GeoX and customer journeys and how to implement those customer journeys. And yes, okay, so we need offline and online and basically help those clients convert via their channel of choice. We've been preaching that for the last ten years already. So, we're absolutely in the right spot right now. And for us, it's really important that within that customer journey, people don't get lost. You know, one shoe, it's a story about this shoe which is lying besides the road everywhere around the world. People losing their shoe, which is kind of like ridiculous, especially in the middle of a highway. But losing your customer in this customer journey is ridiculous as well. So, basically, you're an idiot if that happens. So, and basically what we do is we make sure that our customers don't lose their clients in their customer journey. And I can give you an example, which is really an interesting one. And I hope I can change your vision, you know, and maybe you can start thinking from a marketing perspective as well when you walk on the street. Because this is a campaign by Emirates, you know, Emirates really large airline company. And in English it says, experience the latest trends in the Far East. You know, and I'm like, alright, I'm cool. I like new trends. You know, really wondering what they are, really wondering which countries they're flying to. So, yeah, I want to experience those last trends, you know. And then I move over to the mobile website. And then it says, book a flight. No, sorry. I'm still being in my inspirational modus. I want to get inspired. I want to know which countries you fly to and what the latest trends are. And I'm not seeing that. It says book a flight. So, basically, they jump from inspiration to book right now. And there's a whole world in between. So, if we go back, you know, here I see two ladies, I think it's in Japan somewhere. Looks like there's been a big explosion in this building or something. I don't know what it is, awful picture. And when I go back to the next slide again, here we are. Where are the two ladies? Where's the setting? Where's the trends? They've lost me straight away. And I urge you now to look at this from a, well, basically marketing perspective, the next time you see a campaign, go over to their mobile website or serve to their mobile website or anything what they communicate and you'll find out they make mistakes. That's a blue ocean. All right. This is interesting as well. I was in London the other day and I saw this campaign. Love it. You know, we live in a digital world, you know, and I want to communicate with my, and I want to interact with my brand. And here it says, I love I've kissed Elvis and said Coca-Cola 100 years of the Coca-Cola bottle. And I'm like, okay, now what? You know, there's no conversion point. There's no me being directed to a mobile website where I can upload my experience or a kiss with Coca-Cola. You know, there's just nothing happening. I hope, you know, I can transform you guys and girls all into basically looking at marketing from a different perspective. And there's another thing I want to share with you. It's basically silo thinking, you know. Silos are made for farmers, you know, not for marketers. And we have, you know, television, social media. We have print, email, ad serving, weapon linux, mobile. Drupal is here as well. Drupal is one of those silos, you know. But a customer is not really interested in a silo. Brands are not interested in a silo. No, they want to, they're interested in a total experience. So we should stop thinking in silos. And I urge marketers, you know, I've been giving this presentation at large congresses, and I urge those marketers, okay, don't basically degrade yourself to becoming the agency manager, you know, by working with five or eight agencies to deliver your campaign. No, please focus on the whole thing, you know, and not, you know, basically focusing on those agencies. I'll show you one example we've done for a real estate agent. This is the largest online real estate agent in the Netherlands. We created a campaign with a billboard. And it says, giving a tour, is that a hassle? No, it's not, you know, basically sell your house online via McElashland. The same thing, this is a commercial, there's no sound in it. We created a commercial as well. It's the same sign you saw in the paper ad, and it says McElashland, and we convert to their website. And when you come on the website, it says the same visual and same text again. So we're basically guiding this customer all the way, you know, in their customer journey, from a TV commercial and ad campaign onto their website. For us, that's what we call, this is the next step within the Blue Ocean and Red Ocean theory, that's what we call value innovation, you know. We could have sticked here, which is basically web development, but we knew we would be contested in this market space. We had a belief in delivering this integrated solution, because brands would need it, and marketers would love it. And basically we decided already in the early days that we started off with web, do mobile and do print. Mobile came officially in 2008, September 2008, when the iPhone was introduced with unlimited use of your mobile phone, and that was basically kicking off the whole mobile era in 2008. So yeah, that's basically, this was for us, was value innovation. So when you look at your company, you can contest in a single space, but you can also start thinking, okay, how can I basically innovate on my value? How can I add value to my proposition? Should I have designers in-house or do I work with them externally? Do I offer this as a service? Do I offer UX? Do I offer mobile development? And you can broaden your services to your liking. And with that comes new processes and new challenges and new hurdles, but that's what we entrepreneurs like anyway. We love those hurdles. But this is key in basically become a, you know, you can create your blue ocean here, but you can also contest basically your competition within that market space, because if you have two competitors and they both do Drupal, and they're both good at Drupal, and then suddenly it says, okay, but I'll design it to the specific needs of Drupal, and we do just Drupal, who would you choose? So that's a way of competing with each other. So it's a different mindset, and it's a systematic way of looking at your competition, and I'll give you some tools for that as well later on in this presentation. So it's all about value innovation. Of course, really important when there's a red ocean, and there's more competition, you have to get your cost down, but you have to create more value as well. So from an operational point of view, you just look at, okay, how can I reduce my cost to a minimum? How can I increase my buyer value? And in the middle is what you call the value innovation. So really, really important. How do you do that? And there's some really, really, really easy tools available open source. Basically it's an Excel sheet. I'll show you that later on. You have to create a strategy canvas. Okay, so what you do is basically create a chart like this. I'll show you in a minute how you can do that. Basically on the chart here, it says you've got your offering office here, and you have your competing factors. Basically this is how good you are in that era, and this is your competing factors. And you see here people are, you know, the red line here. This is basically the red ocean. And okay, I've been minimising on this. But here, this is where I succeed, and this is where I'm competing within that space. I'll show you an example from the, you know, who knows Syrch Duesoulay? All right, very good, very good. That makes it a hell of a lot easier. All right, so Syrch Duesoulay, you basically get your price. You got normal circles. They had a star performer. They had an animal show. They had multiple show arenas. You got fun and humor, thrills and dangers, unique venue. Basically they looked at their offerings, you know, and basically created a map for themselves. Okay, where are we competing? Are we going to compete on an animal show? Syrch Duesoulay said no, we're not going to do that. You know, our concessions, no. Multiple show arenas, no. Star performer, no. Not one star performer, not one clown just running around, you know, not a show pony or a lion. No. Basically what we're going to do is we're going to add some fun and humor, thrills and dangers, but here we have a unique venue. We have a theme every year. We have a refined watching environment and multiple productions and an artistic music and dance. And this is basically what none of the circuses would offer. And this basically launched them and now you see that all these circuses are basically all they're breaking down and they're not allowed to do, to have shows with animals anymore, especially in all the Netherlands. I don't know how it's here in Dublin. But Syrch Duesoulay said no, we're not going to do that anymore. We're going to create something really special and contest in a different mark space. So we've been adding value and created for them what they call the Blue Ocean. And now what I'm going to do is always really tricky in a presentation. I'm going to try to move over to a Excel sheet, which is... Okay, let me see how I can get that right up there. All right, so it's really easy actually. Okay, it's not that sharp. But what you do basically, you have your value elements here, which is like this is for an airline company. Southwest versus other airlines companies and they have another competition, which is the car. So you have your price, you have your meals, you have your launches, seating choice. And basically what you do is basically you write down your value elements. Basically this is you, Southwest, these are the other airlines and a car. And you give yourself some numbers. And basically Southwest stated, okay, we want to compete in frequent departures and speed and a friendly service. And the rest is irrelevant for us. That's where we're going to compete. And you'll see this in the chart is basically in this area, you know, they said, okay, we're not going to compete there anymore, but this is our unique proposition. You know, and that could create for them basically the Blue Ocean. And now to get back to the presentation again, which is not going to work, probably. Here we go. Get this out of the way. Nope. Now to get this one over there. That's not working. I knew this was going to happen. Yeah, here we are again. All right. Okay, so you can do this for yourself. Okay, you pick like five competitors, you know, all Drupal shops. Okay, who's my competition? You know, who am I seeing? You know, most of the times. How can I diversify myself? You know, this is interesting. So really easy Excel sheets. Just Google it Blue Ocean Theory Excel and you'll find the sheets. Confill it in yourself and then, you know, the fun is on. When you look at the sheets, you know, there's some actions involved. Okay, this is basically the four action framework. It's about racing, reducing, eliminating and creating, you know, because at every step you have to look. Okay, am I going to raise the bar and I'm going to reduce the bar? Am I going to eliminate it or going to create a new market space? Basically raising the bar, which factor should be raised well above the industry standard? You know, so basically create a blue market there. This is the. Creational site, you know, which factors should be created that the industry has never offered before? Basically a blue ocean created completely blue ocean. And then you have to eliminate some. Sometimes you have to eliminate some as an agency. We we tried WordPress. I'm really honest about that. And, you know, we are we're basically competing in the enterprise sector. And then we thought, okay, you know, maybe you should offer WordPress as well. And then, you know, we got telephone calls. Yeah, I want a blog, you know, I'm a, I'm a bakery around the corner and I want a blog website. It's like, okay, this is not basically the area we want to contest in. So basically the, the, the, as soon as we noticed that we were hitting the wrong market with WordPress, we eliminated it straight away from our offerings. So basically eliminate which factors that the industry has long competed on should be eliminated. You know, there was no, no interest in us competing in the area of WordPress. Reduce which factors should be reduced, you know, well below the industry standard, which are not becoming irrelevant, you know, to compete with that's interesting as well. So this is more from an organizational point of view and this is more from a creative point of view. This, this is basically the theory. We've been implementing it already since 10 years. It works really well for us. And the question is, is our Red Ocean theories worthless? Well, not at all. Why? Eventually, when you do nothing, you will all be competing in a Red Ocean. That's the market, you know, the force of the market. That's what happened. And the question is, and I state this actually, is that a company must master its traditional market using conventional strategies and strategic planning tools. Yes, you must master it anyway, right or left. And it will always be important to swim successfully in the Red Ocean by out-competing rifles. Red Ocean will always matter definitely and will always be effective business life. And as it is a fact, you know, and you will start competing and it will become difficult and it will be a war out there. Believe me, it will, you know, maybe not in your market right now, you know, but eventually it will. And basically, when focusing on the red market accept the key constraints of war, you know, it's going to be nasty. It's going to be tough and then you have to face the facts that it will happen. So our Red Ocean strategies with us, no, not at all, be aware that it's going to happen. And it might influence the relationship you have, you know, within the community from other people. You know, of course, if you start competing with each other when a couple of sharks, you know, are focusing on one market yet, then it gets bloody, you know, and we all have to be aware of that. But what you can do, just why I'm giving this presentation right now because I see some markets now turning into a Red Ocean, move away, you know, diversify your offering and do something special because it's much nicer to swim in a blue ocean than in a red ocean. So the conclusion of this all is basically to sustain high performance companies must create their blue oceans and make competition irrelevant. You know, it's much more fun to be on the creative side of life, you know, as a CEO or as a company, you know, creating new markets, being innovative and find those blue oceans, then competing with each other. So, so yeah, I would suggest create your blue ocean, do it because it's a hell of a lot of fun. All right, so the conclusion, well, it's simple to specialise or not, it's up to you. I can't make that decision. It's not up to me. You're all CEOs, you're all, you know, working at agencies. So it's basically up to you. I would give you a suggestion, but to specialise or not, I wouldn't do it, but basically it's up to you. And why? Well, if you do, you know, if you find those blue oceans, you end up on the Bahamas, I can tell you that. All right, but that's it. Thank you very much. If you have any questions, just let me know. All right, there's a microphone over there. And I've been asked basically to use the microphone so all the people who are listening to this audience listening to this talk online later on can hear your question as well. So please pick up the microphone and ask the questions. I was just wondering if there's a way possibly, oh, and thank you for the images. It's very memorable. Particularly in Ireland, there's, I feel like the, would you imagine Wordpress and Drupal, of course. Wordpress is like the red ocean, and Drupal is like the blue ocean. Maybe it's not so extreme in other countries, other European countries. But do you have experience that indicates that it might be possible to use the very popular ideas within the red ocean to get people to cross over into a less understood or less utilized technology, like presenting to people who were already familiar with Wordpress and the ideas of CMS principles, CMS design in a saturated environment like Wordpress to say, look you Wordpress people, there's a blue ocean over here in Drupal and it applies to some things that would be useful to you and try to leverage the exposure of the red ocean in order to get people to cross over into the blue ocean. Is there any justification for that kind of strategy? Well, if you look at it from an employee perspective, it could be interesting because you can give employees more challenges by moving over to Drupal from Wordpress. That's a thing. If you're talking from a client perspective, it's about what are the offerings of Wordpress versus Drupal. You can make a chart. If you basically create a chart of Wordpress versus Drupal, a Drupal has to offer. I know from the early days we said, Wordpress, that's Playmobile. It's a really funny story. I sit down with clients and say, if you ever played with Playmobiles, you know the fortress. The fortress is really cool. You open up the package, click, click, click and you have fortress. This is Drupal, it's Lego. I'm going to build a fortress myself, three walls big and try to conquer me. You can't. I got three walls, designed it myself on purpose and you have Playmobile, just one wall. Basically, that's Drupal versus Lego versus Playmobile. You can look at it from that perspective and then, yeah, yeah, you can basically move over people from Wordpress. But it all comes down to the specific needs. If somebody wants a blog, I would suggest, okay, go on to Wordpress if you just want a blog, that's it. But if you want to extend it, move over to Drupal. So that's it. Balance it out. Next question. Hi. We are having a similar story to yours, so we are combining advertising and digital for 10 years. So I was wondering because with new clients, with potential clients, we have the problem that they often think we are not good enough because we do both, so they think we are not good in one of them. So what do you do about it yourself? Well, basically it comes down to proof. Basically promote the big clients. I'm really proud that we've just landed a huge project for a large bank. I'm not allowed to state the name yet. But it's going to be out there. I'm going to publish it and tell the whole world that we've landed this client. I'm going to do this. Yesterday at the CEO dinner, I asked everybody, okay, do you have a press list yourself as an agency? Most of the hands didn't go up because nobody's thinking about it. So basically publicize the stuff you've been doing and tell your client, okay, how difficult is it? You can work with specialists, but I can hire specialists and I've hired them. I've got a room full of specialists and we work closely together. That's really interesting. Tell them a story about art direction through all channels. You probably know that story. It says, okay, who does the art direction? So you have your advertising campaign, you've got your website, you've got your mobile and it's done by three different agencies and they have their own specific designers. Who's doing the art direction? It says, well, they're doing it themselves. Then you start comparing them. When you look at the campaign from Emirates, there's two different art directors there. We're not working closely together and then you tell them, you will lose your customer in that journey. That's the trick. Really good. Thank you. Thank you. Any more questions? I was expecting some difficult questions as well, but they're not coming up yet. Hi, Michael. First of all, thanks for taking the Blue Ocean Strategy and applying it to the Drupal ecosystem. We as a company have also explored Blue Ocean Strategy recently. So it's good to know that you've been doing this for 10 years. So probably you've got lots of answers to a few questions we have recently come up. So I'll only ask one here. One of the concepts of Blue Ocean is you need to find focus when you look at the strategy canvas. Is there a particular order in which the value criteria as a parameter should be plotted? Because you can really change the shape of that chart by having something plotted towards the end towards the first. So the focus is like a more smooth curve rather than a zigzag design. So that's something we found ourselves asking. Yeah, basically it's about the four points I told you about raising and eliminating and creating. Basically it all comes down to knowing your market, knowing your customers and what they really need, what their focus is and know your competition. When you look at your competition and they're mainly focusing on Drupal, it was easy for us to say we're going to add UX to the ballgame. And then a design of course. It was funny in the early days. I've been talking about the first few months that we started the agency. We were working for a client and he said, I got my own designer. He said, OK, really cool. And he came up with a website design and it was made in InDesign. It had a size of about this big with multiple layers. I think it was Internet Explorer 6 at the time. And we were like, what is this? It was basically a print designer who had designed a website in InDesign at one and a half meter by one and a half meter. And I had to turn it into a website design. Sorry, we can't do this. But we got into a fight because our clients said, why can't you do it? And we had to explain that the other agency basically sucked at their work because they didn't understand Internet or online design. So sometimes you come across feelings and ideas and say, OK, let's raise the bar on design. So we're going to add design to the whole mix to make it all smooth. And we have a rather diversified proposition and I'm honest, even too diversified at the moment. We're going to chuck away some stuff to make it understandable again. Because we do a lot of e-health projects. We're an advertising digital agency and we do a lot of e-health. Nobody's understanding it, but for some reason we're damn good at it. We work together with Apple and it's being distributed over all Apple stores in Europe. But nobody understands it because you're an advertising digital agency and you do e-health. So we've made the decision, OK, we're going to take away this e-health part and put it into a separate name. Thanks for that one. I have one more question, a small one. So is this something that you do once only or how frequently you analyze, plot yourself on a canvas strategy? Because blue oceans can often become red oceans if other people follow your path and start doing the same thing that you've been doing. Every year we have a session, it's a two-day session in November and we're going to plot out basically our plans for the next year. And we use the balance scorecard for that. The balance scorecard is really easy to fill in and basically set ourselves some challenges. Often we start with some financial targets. It's like, how cool would it be if we can reach that target? OK, how are we going to do that? And then we break it down in options. We are ISO certified as an agency, 27,001 and 9,001. So we sit down every two weeks basically to discuss everything that's happening within the company. And every month we have a small strategy session with operations to see where we are and if we are on target. And we also discuss everything that's happening within the market. That's part of ISO. You have to look at the market and everything that is a risk or a potential risk. A competition is a risk of course and we all take that in mind by moving forward. So we have it all planned out and there's all policies for that within ISO. So it's well covered. Thank you so much. Any more questions? Nope. Well, thank you very much. I hope it's delightful.