Consider our historical organizational behavior for "talking" to markets. Traditionally referred to as "Channels", these forged our pattern for marketing and selling our
"solutions". A somewhat linear pattern of relationships forming a pipeline (a linear concept) through which we could deliver goods and services while maintaining some manageable economies of scale. As the
figure above illustrates, this channel "map" is now out of balance. While working well for packaged goods, the services and knowledge products available through the Internet transcends this old paradigm.
It needs a new Channel Map.
has challenged and changed the roles of traditional businesses and economics, leading to sectoral overlap in the business, government, non-profit and educational markets(1).
Channel segments are more of a set of values than they are a set of demographics. An integration of work and play, family and office, church (nonprofit) and state (government). It makes for a compelling argument
then that "talking" to Channel’s, is synonymous with addressing the needs of all 4 market sectors. Not as separate and distict markets. Perhaps our thinking needs to consider a more integrated approach.
Overlaps in all 4 market segments dictate this. And the need for e-conomies of scale in our marketing and support efforts will further change our current thinking on how to best capture share in this ultimate
“channel” of the digital age. (1) From Spare Change to Real Change