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Tokenomics Strategies

As the finance world leverages monetary policy in connection with their respective fiat currencies, the innovation teams now have a way to ‘tokenize’ their projects and solutions to create efficient economies.  

From the investor’s point of view, tokenomics controls the future price of a digital asset and determines if the product goals are achieved and aligned with the product roadmap.  

So no matter how experienced the execution team or the funds collected with angel and early-stage investors, bad tokenomics will lead to the ultimate failure of the crypto project.

The early phase of the tokenomics strategy is significant. The GEM Team will typically get involved with the investor and the execution team to facilitate the selection of the most optimal plan based on all factors involved.

Tokenomics: a Crucial Concept in Crypto

While the definition is not uniformly accepted, tokenomics explores the most important parts of a token’s economy that significantly impact the future of the project and the performance of a digital asset.

Tokenomics is at the heart of the overall crypto space asset, and GEM is well positioned to help with the above factors and strategy components for any digital asset project.

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As the finance world leverages monetary policy in connection with their respective fiat currencies, the innovation teams now have a way to ‘tokenize’ their projects and solutions to create efficient economies.

From the investor’s point of view, tokenomics controls the future price of a digital asset and determines if the product goals are achieved and aligned with the product roadmap.

So no matter how experienced the execution team or the funds collected with angel and early-stage investors, bad tokenomics will lead to the ultimate failure of the crypto project.

The early phase of the tokenomics strategy is significant. The GEM Team will typically get involved with the investor and the execution team to facilitate the selection of the most optimal plan based on all factors involved.

Digital Media Strategies

A digital strategy, sometimes called a digital media strategy, is a strategic plan for leveraging and optimizing the benefits of data, assets, and technology-focused initiatives. A winning digital strategy requires a diverse executive team, well-aligned between marketing, sales, finance, and information technology (IT) members. It involves breaking down the barriers between information technology leaders and other customer-facing departments to deliver a consistent digital customer experience.

Digital strategies depend on short-term, month-to-month product roadmaps, digital marketing campaigns, and other activities tied to actionable items and measurable business objectives, such as online sales, conversions, and customer-based metrics (LTV or referrals as an example), and other factors. To be successful, the strategy should focus on where the company value chain is vulnerable to disruption or crisis and could be optimized for a digital reboot. One of the challenges of establishing a digital strategy is determining which services should be done in-house, which services should be outsourced or co-sourced with a third-party provider, and which services require customization or productization to be viable and beneficial.
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In some companies, the CIO (Chief Information Officer) or CDO (Chief Digital Officer) is in charge of both customer-facing initiatives and the back-end infrastructure that supports them, or both (as in the case of a CDO, in a few instances). CDOs or even Chief Innovation Officers are appointed to create and execute strategies and demonstrate how digital initiatives add value to the company. Either way, a digital approach should be customer-centric and address ways to improve the company’s digital and PR footprint, search results (organic, or earned, and paid media), customer engagement, and brand equity and value. It should also include strategies for reputation management and influencer management.

Productization and Monetization

Why productize?

When you optimize a process, idea, skill, or service, you should always think about an alternative way to present them to the market – or productive them. Productization involves taking a capability or service used internally or externally, and developing it into a standard, tested, likely packaged, and hopefully marketed product. For example, a consulting or integration company might produce their internal tools in project management or process controls to create a product or a platform based on their knowledge, workflows, interactions, and automation algorithms. Productization should not be confused with production or manufacturing, however.

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Examples of Productization

  • A bank might have an internal payment system to send money to and from its branches throughout the U.S. The bank decides to productize that ability as a payment service and offer it to smaller, regional banks for a fee.
  • An automobile manufacturer might offer design and engineering advisory services to manufacturing companies in other industries.

  • A company that has its own logistics such as a fleet of trucks or access to rail could offer logistic services to other companies to deliver their products for a fee.

  • A retail company or bookstore chain could rent out its facilities to host events for other industries utilizing the retail space when the stores are not typically open for business.

Why Monetize?

If you are ready to turn a non-revenue-generating idea or process into hard currency (fiat or tokenized), you are ready to monetize. In many cases, monetization looks to novel methods of creating income from new sources; for instance, this can be embedding ad revenues inside social media video clips to pay content creators or adding subscription services to a capability that was never sold for a fee or was ever valued with a particular monetary value in mind.
 

Sometimes, a free or public asset is turned into a profit center—such as a public road being converted into a private tollway. This is a very crude or straightforward method of monetization, but when it comes to more complex business models, new techniques and ideas are needed to innovate ways to bring value to the consumer of a B2B client while financially justifying the service product or capability.

Digital strategies depend on short-term, month-to-month product roadmaps, digital marketing campaigns, and other activities tied to actionable items and measurable business objectives, such as online sales, conversions, and customer-based metrics (LTV or referrals as an example), and other factors.

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To be successful, the strategy should focus on where the company value chain is vulnerable to disruption or crisis and could be optimized for a digital reboot. One of the challenges of establishing a digital strategy is determining which services should be done in-house, which services should be outsourced or co-sourced with a third-party provider, and which services require customization or productization to be viable and beneficial.

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