TAXI Page
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Andrew Crawford - Andrew.crawford@colorado.edu <br> | Andrew Crawford - Andrew.crawford@colorado.edu <br> | ||
Lauren Snell - Lauren.snell@colorado.edu <br> | Lauren Snell - Lauren.snell@colorado.edu <br> | ||
| + | Tracey Cowie - Tracey.cowie@colorado.edu <br> | ||
If you find any information that would be helpful to our search, please feel free to post or email us anything you find! Thanks! | If you find any information that would be helpful to our search, please feel free to post or email us anything you find! Thanks! | ||
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Take a look at this and add your comments please! Thanks!<br> | Take a look at this and add your comments please! Thanks!<br> | ||
<br> | <br> | ||
| + | '''Big Idea - Structure''' <br>extending, enhancing and emphasizing knowledge and experience beyond the classroom<br> | ||
| + | ''No Heirarchy''<br> | ||
| + | All roles are equally as important, creating more efficient communication processes - no middleman<br> | ||
| + | ''Knowledge of actual business world'' <br> | ||
| + | Moving beyond the classroom, experience difficulties - no more safety net, being vulnerable to the client <br> | ||
| + | <br> | ||
| + | '''Quotes'''<br> | ||
| + | Everyone, including the client, is headed in the same direction.(all) <br> | ||
| + | ''A nimble, autonomous team that is both empowered and responsible for results.''(professor's role)<br> | ||
| + | Our clients and our people + lean, agile approach = edge over agencies with segregated departments (group interaction)<br> | ||
| + | We want smarter people per square foot. <br> | ||
| + | DOUBT THE CONVENTIONAL, CREATE THE EXCEPTIONAL (evaluation and rewards systems)<br> | ||
| + | Sharing ideas is about honesty, not polite consensus.(group interaction)<br> | ||
| + | ''Limit redundant meetings and the people needed to make a decision'' (application process/client relationship)<br> | ||
| + | No matter what the challenge or the budget, we are focused solely on results. (evaluation and reward process<br> | ||
| + | Our clients, team, and partners thrive on shared goals and respect. (group interaction, professor's role and client relationship)<br> | ||
| + | ''Limiting group size and spinning off new ones assures clients close contact with senior people.''(client relationship)<br> | ||
| + | New teams need new leaders so opportunities multiply, allowing talent to continually to grow at TAXI.(application process/evaluation and rewards system)<br> | ||
| + | <br><br><br> | ||
Write as much as you can think of on each topic...These will be used for the final report. <br> | Write as much as you can think of on each topic...These will be used for the final report. <br> | ||
[[Client Relationship]] <br> | [[Client Relationship]] <br> | ||
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<br> | <br> | ||
Also keep thinking about 1) the main "Big Idea" for the future agency based on ideas from TAXI, as well as 2) our individual growth throughout this class. These will be what we orally present in class on Thursday, April 24th.<br> | Also keep thinking about 1) the main "Big Idea" for the future agency based on ideas from TAXI, as well as 2) our individual growth throughout this class. These will be what we orally present in class on Thursday, April 24th.<br> | ||
| + | - We MUST be efficient with our 10 minutes as a group <br> | ||
| + | - We need to have an organized structure of our presentations <br> | ||
<br> | <br> | ||
'''Things We Need To Make'''<br> | '''Things We Need To Make'''<br> | ||
| - | [[Example Application]] <br> | + | [[Example Application]] (Adrienne) <br> |
| - | [[Example Evaluation]] <br> | + | [[Example Evaluation]] (for the Client, the Professor, and one for the Students to evaluate themselves) <br> |
| - | [[Summary Given to Client]] <br> | + | [[Summary Given to Client]] (Matt) <br> |
[[Time Logging Differentiation Between Positions]] <br> | [[Time Logging Differentiation Between Positions]] <br> | ||
| Line 62: | Line 84: | ||
What are some limitations of/for TAXI? | What are some limitations of/for TAXI? | ||
| + | A podcast sent to us by TAXI: | ||
| + | http://neverinneutral.com/paul_podcast/ | ||
---- | ---- | ||
Here's some good stuff I found on Wikipedia. Lot's of good articles to check out. | Here's some good stuff I found on Wikipedia. Lot's of good articles to check out. | ||
Current revision as of 19:25, 24 April 2008
Contents |
Here's a place were we can post all our research and whatever we find about TAXI
Contact Information
Adrienne Babb - Adrienne.babb@colorado.edu
Matt Williamson - Matthew.williamson@colorado.edu
Andrew Crawford - Andrew.crawford@colorado.edu
Lauren Snell - Lauren.snell@colorado.edu
Tracey Cowie - Tracey.cowie@colorado.edu
If you find any information that would be helpful to our search, please feel free to post or email us anything you find! Thanks!
Our Future Class/ Agency
Campaign's Survey
Take a look at this and add your comments please! Thanks!
Big Idea - Structure
extending, enhancing and emphasizing knowledge and experience beyond the classroom
No Heirarchy
All roles are equally as important, creating more efficient communication processes - no middleman
Knowledge of actual business world
Moving beyond the classroom, experience difficulties - no more safety net, being vulnerable to the client
Quotes
Everyone, including the client, is headed in the same direction.(all)
A nimble, autonomous team that is both empowered and responsible for results.(professor's role)
Our clients and our people + lean, agile approach = edge over agencies with segregated departments (group interaction)
We want smarter people per square foot.
DOUBT THE CONVENTIONAL, CREATE THE EXCEPTIONAL (evaluation and rewards systems)
Sharing ideas is about honesty, not polite consensus.(group interaction)
Limit redundant meetings and the people needed to make a decision (application process/client relationship)
No matter what the challenge or the budget, we are focused solely on results. (evaluation and reward process
Our clients, team, and partners thrive on shared goals and respect. (group interaction, professor's role and client relationship)
Limiting group size and spinning off new ones assures clients close contact with senior people.(client relationship)
New teams need new leaders so opportunities multiply, allowing talent to continually to grow at TAXI.(application process/evaluation and rewards system)
Write as much as you can think of on each topic...These will be used for the final report.
Client Relationship
Professor's Role
Application Process
Group Interaction
Evaluation and Reward Systems
Also keep thinking about 1) the main "Big Idea" for the future agency based on ideas from TAXI, as well as 2) our individual growth throughout this class. These will be what we orally present in class on Thursday, April 24th.
- We MUST be efficient with our 10 minutes as a group
- We need to have an organized structure of our presentations
Things We Need To Make
Example Application (Adrienne)
Example Evaluation (for the Client, the Professor, and one for the Students to evaluate themselves)
Summary Given to Client (Matt)
Time Logging Differentiation Between Positions
TAXI Contact Information
Totonto
495 Wellington Street West
Suite 102
Toronto, Ontario
Canada
M5V 1E9
T - 416.979.7001
F - 416.979.7626
info@taxi.ca
New York
11 Beach Street
New York, New York
USA
10013
T - 212.414.8294
F - 212.414.8444
infonyc@taxi-nyc.com
Montreal
1435, rue Saint-Alexandre
Bureau 620
Montreal, Quebec
Canada
H3A 2G4
T - 514.842.8294
F - 514-842-6552
Calgary
805 Tenth Avenue Southwest
Suite 500
Calgary, Alberta
Canada
T2R 0B4
T - 403.269.8294
F - 403.269.7776
info@taxi.ca
TAXI 2
49 Spadina Avnue
Suite 403
Toronto, Ontario
Canada
M5V 2J1
F - 416.598.4750
info@taxi.ca
Vancouver
515 Richards Street
Vancouver, British Columbia
Canada
V6B 2Z5
T - 604.683.8294
F - 604,683.6112
info@taxi.ca
Questions for TAXI
When/ If we get ahold of TAXI, these are some questions that we want to ask:
What makes TAXI an unique agency?
What strategical/structural approach has TAXI taken in running its agency?
What are the goals of TAXI in the shifting world of advertising?
What measures has TAXI taken to breed a culture of innovation?
How does TAXI continue to produce ideas in a creative economy?
What kind of communication and/or separation is there between the creative department and the rest of the agency?
Who makes the final decisions on strategy, creative, etc.?
How does TAXI measure success?
How effective is the hiring process to their overall company goal? Does the application process bring in people that work well with what the company is based on?
What are some things that didn't work? How did you adjust?
What are some limitations of/for TAXI?
A podcast sent to us by TAXI:
http://neverinneutral.com/paul_podcast/
Here's some good stuff I found on Wikipedia. Lot's of good articles to check out.
Approach
Lavoie has highlighted collaboration and good working relationships as the key to their success.<ref>"TAXI Deconstructed" Strategy Magazine - June 2007</ref> The business has been referred to as part of "a revolution in the ad world" <ref>Fortune, 12 December 2005</ref> where, according to Adweek, independent agencies are proving �big global clients don't need big global agencies any more� <ref>USA Today, 9 October 2005</ref>. Non-traditional agencies cited as part of this trend in other markets include Dutch business Strawberry Frog (advertising agency) and SMART (advertising agency) in Australia.
Offices
- TAXI - Montreal and Toronto
- TAXI 2 - Toronto
- TAXI West - Calgary and Vancouver
- TAXI New York<ref>"Questions With � John Berg" Wall Street Journal - August 2007</ref>
Awards
Here is a cool article about how they were named Agency of the Year back in 2000 & 2001 - It kinda sucks that it was so long ago and they have been overlooked in the recent years...anyway here are the articles AOTY 2000 AOTY 2001
TAXI competes in a wide range of industry award shows.<ref>"The timeline" Strategy Magazine - June 2007</ref><ref>"TAXI Driver" Creativity Magazine - January 2005</ref> In 2007, the agency won more Lions than any of its Canadian competitors, six out of the 17 won by Canadian entrants at the Cannes Lions International Advertising Festival, France.<ref>"Film Lion Winners 2007" - Gold</ref><ref>"Cyber Lion Winners 2007" - Gold</ref>
Two of Canada's ad-industry magazines have named TAXI Agency of the Year - Strategy Magazine, 2002, 2003, 2004 and 2005<ref>"Strategy Agency of the Year"</ref>; Marketing Magazine, 2001 and 2005 who also awarded it Full Service/Creative agency of the Year for 2006.<ref>"2006 Marque Awards"</ref>
The US trade group, the American Association of Advertising Agencies, in 2006 honored TAXI with the O�Toole Creative Excellence Award.<ref>AAAA - Press</ref>
References
1. "The timeline" Strategy Magazine - June 2007
2. "Fast Cities 2007" Fast Company - July 2007
3. "TAXI Deconstructed" Strategy Magazine - June 2007
4. "TAXI Driver" Creativity Magazine - January 2005
5. "TAXI Deconstructed" Strategy Magazine - June 2007
6. Fortune, 12 December 2005
7. Today, 9 October 2005
8. "Questions With John Berg" Wall Street Journal - August 2007
9. "The timeline" Strategy Magazine - June 2007
10. "TAXI Driver" Creativity Magazine - January 2005
11. "Film Lion Winners 2007" - Gold
12. "Cyber Lion Winners 2007" - Gold
13. "Strategy Agency of the Year"
14. "2006 Marque Awards"
15. AAAA - Press
