TL;DR | Most Canadian businesses stall not because their website or marketing is broken, but because these efforts operate as isolated projects. Sustainable growth comes from an integrated digital business system that unifies brand, website, distribution, measurement, and continuous iteration under a single accountable owner, allowing results to compound over time instead of resetting. The difference is not effort or expertise. It is whether the system is designed to learn, align, and compound over time.
Written by Sarjun Gharib, Digital Business Consultant and Founder of KBC | Knowledge Based Consulting Incorporated #HITL
From Websites to Scalable Digital Business Systems: Why Canadian Businesses Must Rethink Growth
Introduction: Beyond the Brochure Website
Many Canadian businesses still approach their online presence as a standalone “website project” – a digital brochure or a one-time conversion-rate tweak. This narrow focus made sense in an era when having a website was a competitive advantage. But today, virtually 89% of Canadian businesses have some form of web presence[1]. Growth now demands more than a pretty site or sporadic campaigns. It requires rethinking the website not as an isolated asset, but as one component of an integrated digital business system that continuously drives value. Recent research by Deloitte Canada underscores this urgency: not all organizations are equipped to seize digital opportunities, often due to a lack of in-house tech strategy expertise[2]. In fact, 58% of Canadian business leaders are unsure which technologies would benefit them most[3] – a clear sign that a piecemeal approach is failing to guide growth. The Canadian government’s $4 billion Canada Digital Adoption Program (CDAP) further highlighted the national priority on digital maturity[4]. In this landscape, treating your website as a lone project is like expecting a single storefront to carry an entire shopping mall. It’s time to elevate our mental model from websites and campaigns to cohesive digital systems designed for continuous growth.
This is precisely the gap that Digital Business Consulting is designed to address by bringing strategy, execution, and accountability together under one integrated system.
The Traditional Project Mindset vs. Sustainable Growth
A common pitfall for founders and CEOs is the “project mindset.” Teams embark on a website redesign, a conversion rate optimization (CRO) sprint, or a short-term marketing push, then declare the mission accomplished. The result? A spike in performance followed by stagnation. Growth comes in discrete bursts – a new site launch yields a traffic jump, an SEO campaign bumps rankings – but between these projects, momentum fades. This start-stop cycle is the hallmark of project thinking. It treats digital initiatives as finite tasks (e.g. redesign the site this quarter, optimize ads this month), rather than part of an ongoing system. Contrast this with sustainable growth companies, who view digital improvement as an unending journey. As McKinsey observes, digital transformation is “not a one-and-done project; most executives will be on this journey for the rest of their careers”[5]. In practical terms, this means continually deploying new technologies, testing, learning, and iterating – forever. Businesses stuck in project mode often wonder why gains don’t compound. It’s because each project eventually hits a plateau, and without the next initiative ready, growth resets. To truly scale, leaders must shift from managing projects to nurturing a persistent process of digital evolution.
From Website-Centric to Digital Ecosystem Thinking
Rethinking growth starts with reframing the role of a website. Instead of the end-all-be-all, the website should be seen as one node in a larger digital ecosystem. Consider how customers actually engage today: a potential client might discover your brand on LinkedIn after reading a thought leadership article, check Google for reviews, visit your website’s pricing page, get retargeted by your ads on YouTube, and eventually sign up after an email drip campaign. The “website project” mindset tends to optimize only one piece of this journey (usually the site itself or a landing page) in isolation. But a digital business system mindset looks at the entire customer journey as an integrated whole – ensuring brand consistency, seamless handoffs between channels, and unified data tracking each step. This is not just theory: a Think with Google study found that leading companies are 1.5× more likely than others to have integrated marketing and technology stacks, breaking down silos between their digital touchpoints[6]. In other words, high-growth firms treat their digital presence as a coordinated system, not a collection of separate vendor deliverables. For Canadian SMEs, this ecosystem thinking is vital. It means that investing in SEO and Growth Services or social media makes little sense if your website can’t convert that traffic – and vice versa, a beautiful site is wasted without distribution. The winners are designing whole systems that marry product, website, marketing, and analytics into a single growth engine.
The Digital Business System Map: Key Components
Measurement is not a standalone function. It is the continuous feedback layer that informs every part of the digital business system, guiding decisions across brand, website, distribution, and iteration. These elements form a map of how a modern digital business operates:
- Brand: A clear brand strategy and messaging framework that resonates across all channels. Brand is the north star that guides design, content, and communication so that every digital touchpoint tells a consistent story. This isn’t just logos and taglines – it’s your value proposition and voice. A strong brand foundation makes every marketing tactic more effective by building recognition and trust.
- Website: The website (often a Webflow or other CMS-driven site) is the central hub of your digital presence – your 24/7 storefront and the destination for traffic from all campaigns. But in a systems approach, a website is more than a static brochure. It’s a dynamic platform continually updated with new content, features, and optimizations. Fast, mobile-friendly, and user-centric design is assumed. Through Webflow and Website Services, companies can ensure their site is not only visually appealing but also agile – easy to edit, integrate, and scale as the business grows.
- Distribution: These are the channels that drive audience to your site and offerings – search engines (SEO and SEM), social media, email, content marketing, partnerships, and paid ads. An effective system diversifies distribution and aligns it with the buyer journey. Importantly, distribution is always targeted. Rather than vanity metrics like raw visitors, the focus is on attracting high-intent traffic likely to convert. (A telling stat: top companies prioritize being present precisely when and where customers are ready to buy, rather than maximizing generic traffic[7].) Under a systems mindset, distribution channels aren’t managed in silos by separate vendors each doing their own thing – they are orchestrated together, guided by the overarching strategy and brand narrative.
- Measurement: A robust analytics and measurement framework underpins the entire system. This means having unified KPIs and dashboards that track performance across the funnel – not just web visits, but lead quality, acquisition cost, LTV, retention and more. Cloud-based analytics, data warehouses, and tracking plans ensure that whether a user comes from an organic Google search or a LinkedIn ad, their journey is captured and attributable. Measurement is the nervous system of a digital business system, providing the feedback to know what’s working. It’s also often where multi-vendor approaches falter – each agency reports on their own metrics, but no one is looking at the whole. By contrast, an integrated approach sets unified success metrics and single-source-of-truth reporting (e.g. one dashboard for all digital efforts).
- Iteration: Armed with measurement insights, a digital system continually iterates. Iteration includes A/B testing pages, refining ad targeting, tweaking product messaging, improving site UX, and rolling out new features – all in rapid cycles. The philosophy here is that no asset is ever “finished.” Your website, campaigns, and even brand positioning are living entities refined through test-and-learn. Companies adopting this iterative ethos achieve compounding gains: each improvement builds on the last. For example, a company might run bi-weekly conversion experiments on their sign-up flow; each small win (a few percent lift) accumulates to big conversion gains over time. This compounding is the opposite of the “launch it and leave it” mentality of project mode.
- Ownership: Perhaps most crucial is the question of ownership. In a multi-vendor scenario, who truly owns the overall digital system and its results? Often the answer is “no one” – responsibility is fragmented. A scalable digital business system needs clearly defined ownership of the whole, ensuring continuity and accountability. Some firms build an in-house “growth team” that owns the end-to-end system. Others partner with a single lead consultancy or provider. The key is that one party (internal or external) has the mandate to integrate all pieces, maintain institutional knowledge, and drive the system forward. Without ownership, even the best strategy can fall through the cracks due to execution gaps. A Digital Business Consulting partner, for instance, can serve as this owner by providing a dedicated team that guides strategy and coordinates execution across brand, web, and marketing functions.
Why Integration Matters More Than Ever
The above components yield the greatest impact when they are tightly integrated. Integration is about coherence: brand messaging flows seamlessly into website content; campaigns across Google, Facebook, and email reinforce each other instead of duplicating efforts; analytics tie back every lead to its source. This integration pays off in efficiency and ROI. Studies indicate that organizations with highly integrated digital strategies significantly outperform those with siloed efforts. For example, companies that fully integrate their marketing and advertising tech see better ROI – leading firms are much more likely to have unified tech stacks bridging their channels[6]. Conversely, failing to integrate can waste money and effort. Different teams or vendors often unintentionally cannibalize each other – e.g. bidding against themselves on the same AdWords keywords or sending mixed messages to the same customer. An integrated approach avoids such pitfalls by design. It creates one cross-functional team (or one primary partner) working from one strategy, rather than multiple teams with separate agendas. This has a very practical benefit noted in one industry analysis: integration reduces duplicate work, prevents campaign overlaps, and ensures the whole funnel is optimized rather than sub-optimized in pieces[7]. For resource-constrained Canadian SMEs especially, integration can mean the difference between a modest 5% lift from an isolated campaign and a 50% lift from a synergistic effort where improvements multiply. The bottom line: a cohesive system yields compounding returns that siloed tactics simply can’t match.
The Multi-Vendor Trap: Fragmentation and Friction
Many businesses attempt growth by hiring multiple specialized vendors: one for the website redesign, another for SEO, another for social media, perhaps a freelancer for content, and so on. The theory is that each specialist will deliver excellence in their domain. In practice, this often devolves into a coordination nightmare. Each vendor works on their deliverable with limited insight into the others. The CEO or marketing lead becomes the project manager trying to stitch the pieces together. Important things fall through the cracks – the branding agency might choose a messaging that the SEO team isn’t leveraging for keywords, or the web developer finishes a beautiful site with no schema for search engines or integration for analytics events. Moreover, without a unified roadmap, vendors may even undermine each other (for instance, aggressive short-term ads by one agency could hurt the organic search efforts of another). The result of multi-vendor fragmentation is frequently friction and wasted effort. Harvard Business Review highlighted that organizations today use an average of more than 10 different vendors on a single IT project, leading to tedious coordination, duplicated contracts, and security gaps[8]. All that vendor sprawl drains time and focus from strategic work. The recommended solution, even in IT, is “moving operations to a smaller group of partners that can integrate systems and provide better visibility into your ecosystem”[9]. In a digital growth context, that means consolidating your efforts with either an in-house team or a one-stop partner who can deliver multiple capabilities under one roof. Not only does this reduce meetings and miscommunication, it fosters a deeper understanding of your business within one team, leading to better decision-making. Simply put, every handoff between vendors is a point where knowledge and momentum can be lost. Reducing those handoffs by embracing an integrated model greatly improves continuity.
Project vs. System: The Curve of Compounding Returns
One way to visualize the difference between a project-based approach and a systems approach is to consider their growth curves over time. Imagine a graph of revenue or conversion rate over months. The Project Curve looks like a jagged staircase: a big jump during a project (e.g., new site launch boosts sales this quarter), then a flat line as results plateau, maybe even a dip as attention shifts elsewhere, until the next project causes another jump. It’s a series of resets – growth resets to a new baseline with each initiative, but in between, little organic increase happens. Now compare this to The System Curve: a smoother, continuously rising line that compounds upward. There are no dramatic spikes, because improvements are happening all the time. Instead of resetting, each minor enhancement – an A/B test here, a content update there, a new integration – adds to prior gains, creating an exponential trajectory. Over a long horizon, the system curve far eclipses the staircase. This isn’t just theoretical. Businesses that treat each website or marketing effort as part of a continuous system tend to accumulate competitive advantages. For example, a company that blogs and does SEO consistently will accumulate far more traffic (and compound its domain authority) than one that does a one-off SEO overhaul then stops. The continuous blogger’s traffic curve will be ever-rising, whereas the one-off company sees a bump then stagnation. The same goes for product optimization or any digital capability. As one McKinsey report noted, the goal of digital reinvention is “continuously deploying tech at scale to improve customer experience and lower costs”, and those who do so build a compounding competitive advantage[10]. The takeaway is clear: treat growth as a persistent system and your returns will compound; treat it as periodic projects and you’ll forever be chasing the last bump.
Continuity and Compounding Through Iteration
Iteration deserves special emphasis as the mechanism that powers compounding growth. When you have an integrated system, you gain the ability to continuously iterate across that system. This creates a feedback loop: you deploy changes, measure impact, learn, and adjust – over and over. Each cycle might be short (weeks) or longer (months), but the key is that the cycle never stops. Consider how this plays out in a real scenario. A Toronto-based e-commerce retailer with a system mindset might notice through analytics that their mobile checkout conversion is lagging. In a project world, they might file that insight away until the next big “website redesign project” a year later. In a system world, they spin up a quick iteration: maybe Webflow and website development services are engaged to improve the mobile checkout flow immediately, deploy it, and see conversion lift in weeks. Then they iterate again by testing a one-page checkout, and so on. These micro-improvements stack. Over the year, they’ve increased mobile sales perhaps 30% via continuous tweaks – something a periodic project approach would never catch up to. Iteration also applies to marketing: a campaign can be tweaked daily (budget reallocations, new creatives for what’s working) rather than set and forgotten until the next quarterly review. The ability to iterate rapidly across the brand-site-marketing continuum turns your business system into a flywheel – each turn (iteration) makes the next turn easier as you gain data and experience. Conversely, if you rely on external vendors in a fragmented way, iteration slows down. Every change request might need a new SOW (statement of work) or simply lag as knowledge transfer is required. That’s why companies pursuing fast iteration often consolidate capabilities in one cross-functional team. The faster you can iterate, the faster you learn what drives growth. And those learnings accumulate into a formidable competitive edge over time.
One-Stop vs. Multi-Vendor: A Comparison
At first glance, working with multiple specialized vendors appears efficient. Each firm brings expertise in its own domain: a web team focused on design and development, an SEO agency driving rankings, a paid media partner optimizing campaigns. Individually, the work is often competent and sometimes excellent.
The limitation is not execution quality.
The limitation is structure.
In a multi-vendor model, responsibility is distributed, but accountability is not. Each provider owns a narrow slice of the problem, yet no one owns the full outcome. When growth stalls, explanations multiply. The website team points to traffic quality. The SEO agency points to on-page conversion. The advertising partner points to budget constraints. Progress slows because coordination replaces decision-making.
Fragmentation also erodes continuity. Each new engagement resets context. Strategic intent becomes diluted as work moves between teams with different incentives, timelines, and definitions of success. Over time, businesses accumulate deliverables rather than momentum: redesigned pages, new campaigns, isolated reports, but no compounding system.
Measurement further exposes the weakness of this approach. In multi-vendor environments, analytics are siloed. Each firm reports its own metrics, often using different tools and benchmarks. Leadership receives activity reports rather than a unified view of performance across the customer journey. Decisions are delayed because insight must be reconciled before it can be acted on.
Iteration suffers as a result. Changes that should take days take weeks. Adjustments require coordination across firms that are not designed to operate as a single unit. Opportunities are missed not because teams lack skill, but because the system cannot move quickly enough.
An integrated one-stop model operates differently.
With a single accountable partner, strategy, execution, measurement, and iteration function under one mandate. Ownership is clear. When performance falls short, the response is adjustment rather than deflection. Decisions are made with full visibility into how brand, website, distribution, and performance interact.
Continuity becomes a strategic advantage. Knowledge compounds instead of dissipates. Learnings from one initiative directly inform the next. Measurement is unified, providing leadership with a consistent, reliable view of what is working and why. Iteration accelerates because coordination is internal rather than contractual.
The perceived cost advantage of managing multiple vendors often proves illusory. While specialist fees may appear lower in isolation, hidden costs accumulate quickly: coordination time, rework, delays in decision-making, inconsistent messaging, and missed growth windows. These costs rarely appear on invoices, but they materially affect results.
The distinction is not about services.
It is about control.
Multi-vendor management forces leadership into a coordination role. One-stop ownership allows leadership to focus on direction. Businesses that scale consistently choose the latter because it is structurally sound, not because it is simpler.
Real-World Scenario: The Integrated Approach in Action
Consider two mid-sized Canadian firms – Company A and Company B – each aiming to grow their online revenue. Company A takes the multi-vendor route. They hire a web design agency out of Vancouver to overhaul their site, engage a Toronto SEO firm for search rankings, and contract a Montreal consultant for social media and ads. The project starts strong; each vendor delivers on their specific mandate. The new website looks modern, and a few months of SEO improve some keyword positions. But problems soon emerge: the SEO keywords drove traffic that didn’t convert because the site messaging (crafted by the design agency) wasn’t aligned with what those visitors were seeking. The social media consultant, not looped into the SEO strategy, was promoting content unrelated to those keywords or the site’s new features. Six months in, Company A sees only a minor uptick in sales. Each vendor insists their part was executed flawlessly – and perhaps it was – but the synergy was missing. No one was steering the ship holistically, and the effort fizzled.
Company B, on the other hand, partners with an Ottawa-based integrated digital consulting team (a one-stop model). From day one, they craft a unified digital strategy: their brand messaging, website user experience, SEO keywords, and ad targeting are all aligned around the same value proposition and customer segments. When the website is redesigned, SEO is baked into it (site architecture and content informed by keyword research). The same team sets up analytics to measure each channel’s contribution. Over the next year, Company B rolls out improvements iteratively – launching the new site, then steadily adding content optimized for search, adjusting page layouts based on user behaviour data, and ramping up a targeted ad campaign once conversion rates improved. The results compound: each month builds on the last, and by year’s end, Company B’s online revenue has grown significantly. Equally important, they have a scalable system in place – a playbook that keeps working and growing into the next year. This scenario might sound idealized, but it reflects what many businesses experience. A recent study found digitally mature businesses (those embracing integrated tools and processes) are 62% more likely to report high sales growth than their less digitally mature peers[13]. Company B’s experience shows why: integration and iteration drive superior outcomes. Company A’s experience, unfortunately, is all too common – lots of activity, insufficient coherence.
Digital Business Consulting: Strategy First, Technology Second
One lesson from the above scenario is the importance of strategy. Digital tools and channels proliferate, but without a unifying strategy, they won’t yield sustainable growth. This is where Digital Business Consulting plays a pivotal role. A competent consulting partner serves as the architect of your digital business system – ensuring that technology investments actually align with business objectives. Canadian SMEs often struggle here; Deloitte’s research noted that uncertainty about which technologies are most beneficial is a top challenge for 58% of organizations[3]. A digital business consultant addresses that by auditing your operations and market, then prescribing a roadmap of changes prioritized by impact. Crucially, the consultant looks across silos: how should your brand positioning influence your website design? Which customer segment offers the best growth opportunity, and how do we reach them (via SEO, content, ads)? What KPI North Star should all teams rally around (e.g. cost per acquisition, lifetime value)? By answering these, they create a playbook for an integrated system. For example, at KBC we develop bespoke digital business playbooks for clients – tailored strategies that cover people, processes, and technology. The goal is to replace random projects with a cohesive plan for digital transformation. This includes elements like process automation, team upskilling, and change management to support the shiny new website or CRM being put in place. In short, a digital business consulting approach ensures you’re “building the right thing” – the systems and capabilities that truly move the needle – before you “build the thing right.” It neutralizes the chaos of multi-vendor execution by anchoring everyone to a single strategic blueprint. And as Canadian case studies show, pairing technology investments with advisory support dramatically improves outcomes; one Canadian study found the most effective way to support SME growth was combining funding with advisory services guiding their use[14]. Strategy-first is not a luxury but a prerequisite for scalable digital growth.
Webflow & SEO in Unison: Marrying Execution with Growth
On the execution side, two of the most critical pillars in any digital system are web development and traffic growth. These correspond to having a high-performance website and driving qualified visitors to it. Traditionally, businesses might treat these as separate endeavors – build the site now, worry about driving traffic later. However, in a scalable system, web development and growth (particularly SEO) are deeply interwoven from the start. Modern web development platforms like Webflow have made it faster to build and iterate websites, but the real magic comes when your Webflow and website development team works hand-in-hand with your SEO and Growth Services team. For instance, the site’s information architecture should be guided by keyword strategy (so that each service or product page aligns with a target search intent). Technical SEO considerations – like page load speed, mobile friendliness, schema markup – should be baked into the development process, not retrofitted later. Conversely, SEO efforts benefit when the website is built to be content-friendly, allowing marketers to easily publish new articles or landing pages in response to keyword opportunities. This tight coupling of web and SEO yields better results faster. Google’s algorithms, for example, reward websites that are both technically sound and content-rich; you need both excellence in development and in content strategy to rank well. Companies that integrate these execution disciplines often see compounding gains in organic traffic because every new content piece is supported by a solid technical foundation (no SEO technical debt), and every site enhancement is utilized by the content team to improve user engagement (which in turn boosts SEO). Additionally, working with a unified team for site and growth ensures continuity when implementing other growth tactics like A/B testing or adding new site sections for campaigns – there’s no awkward delay waiting on an external dev who isn’t looped into the marketing calendar. In summary, marrying execution (web development) with growth (SEO/marketing) is a hallmark of an effective digital business system. It’s the practical side of ensuring your strategy doesn’t live on paper but is realized in the day-to-day running of your digital platform. Without unified ownership, even tightly integrated execution eventually fragments, turning technical excellence into isolated wins rather than sustained growth.
Embracing the One-Stop Model for Scalable Growth
It bears repeating that the push for an integrated, one-stop model isn’t about change for its own sake – it’s a response to the complexity of modern growth. Today’s founders and CEOs must juggle an exploding array of tools, platforms, and customer touchpoints. The multi-vendor outsourcing model was an attempt to cope: hire specialists for each niche. But as we’ve seen, that often leads to siloed optimization and disjointed execution. The inevitable solution is to bring it all together, forging a unified approach. In practical terms, this could mean partnering with a firm that offers end-to-end digital services (from strategy through design, development, and marketing) or reorganizing internally so that previously separate teams operate under one agile growth unit. The benefits go beyond just higher numbers on the KPI dashboard. It also simplifies leadership’s life – instead of herding cats across five agencies for updates, you have one core team to interface with, leaving you more time to focus on product and customers. Moreover, a one-stop partner relationship tends to be a long-term partnership, meaning they grow with you. As they learn more about your business, their recommendations get sharper over time (whereas short-term vendors might never reach that depth of understanding). Importantly, integrated partners also help build capabilities within your organization. A good partner isn’t territorial about knowledge; they’ll train your team on the tools and processes being implemented, so you gain self-sufficiency. This addresses a critical Canadian SME issue – the digital skills gap[15] – by effectively transferring expertise to your staff over time. We should also clarify that “one-stop” doesn’t mean “one-size-fits-all.” The approach is tailored, but the difference is the tailoring happens under one roof so that pieces remain compatible. Many businesses in Canada have already started this transition, moving from a vendor management mindset to a more unified partnership or in-house model. Those that have made the shift consistently report better alignment and faster execution. The writing on the wall is clear: to scale digital growth, integration is not optional; it’s inevitable.
Conclusion: Rethinking Growth as a System
Canadian businesses stand at an inflection point. The last decade was about getting online – launching websites, dabbling in digital marketing, hiring experts as needed. The coming decade will be about excelling online – which demands a fundamentally different approach. We must evolve from thinking in terms of websites and campaigns to thinking in terms of systems and engines. When you adopt a digital business system perspective, growth stops being something you add on to the business in spurts; it becomes an inherent property of how the business operates daily. This shift requires courage to break old silos and possibly re-evaluate your roster of vendors. It requires investment in strategy and patience to build compounding results rather than chasing quick wins. But the payoff is a resilient, scalable growth engine unique to your business – one that competitors will find hard to replicate. As McKinsey’s experts put it, companies need clear digital strategies and continuous tech deployment not just to compete, but to survive[5]. The message is echoed by our own experience at KBC: when all the gears of brand, technology, marketing and data mesh together, the business doesn’t just grow – it evolves, becoming smarter and more agile with each turn of the cycle. This is growth reimagined as an ongoing system, not a destination. It’s time to rethink the humble website as just one part of a larger digital business ecosystem. By embracing integrated, one-stop models of working, Canadian founders and CEOs can future-proof their companies for the digital era. The choice is stark: cling to the old patchwork of projects and vendors – or step up to build a cohesive digital business system that compounds growth. The latter is a path of effort and insight, but it’s also the path to enduring success in an increasingly digital marketplace. It’s the path we must choose if we truly want scalable growth. The system paradigm is here; those who adapt will thrive, and those who don’t may be left behind in the slow lane. The time to rethink growth is now, and the solution is integration.
A digital business system is the integrated structure that aligns brand, website, distribution, measurement, and continuous iteration under a single accountable owner so growth compounds instead of resetting.
Footnotes:
- Deloitte Canada. Digital equity: Empowering all organizations to succeed in the digital era. Press Release, Nov 2023. Key barriers include lack of in-house digital expertise and difficulty choosing the right technology[2][16].
- Think with Google / Econsultancy. Marketing and Technology Integration Insights. Leading companies are 1.5× more likely than others to use integrated marketing+tech stacks[6].
- Search Laboratory. “Eight steps to an integrated marketing strategy when you have multiple agencies.” Integration across channels is more cost-efficient and avoids waste from siloed efforts[7].
- Harvard Business Review (Insight). “Streamline Your Approach to IT Vendor Management.” Average organizations use 10+ vendors per project, causing inefficiencies; consolidating to integrated partners provides better visibility and outcomes[8][9].
- Harvard Business Review (Insight). Case example of U.S. agency consolidating vendors: moving to one-stop partner yielded a unified environment and freed up internal resources[11][12].
- McKinsey & Co. What is digital transformation? (Aug 2024). Digital transformation is a continuous journey – “not a one-and-done project” – requiring ongoing tech deployment at scale[5].
- Business Development Bank of Canada (BDC). Seize the Technological Advantage: Why Digitally Mature Companies Perform Better (2022). Digitally advanced SMEs far outperform others; digitally mature firms were 62% more likely to experience high sales growth[13].
- McKinsey & Co. Beyond financials: Helping small and medium-size enterprises thrive. Pairing advisory services with financial support is most effective for SME success[14].
[1] [13] Digital Marketing and Small Business Survival in Canada – MARKAGE
[2] [3] [15] [16] Report: Canadian organizations face barriers to digital adoption and transformation | Deloitte Canada
[4] Picking up Speed: Digital Maturity in Canadian SMEs and Why Increasing it Matters - The Dais
https://dais.ca/reports/picking-up-speed/
[5] [10] What is digital transformation? | McKinsey
https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-digital-transformation
[6] Integrated Marketing: How to market in the digital age? | Paperflite
https://www.paperflite.com/blogs/implement-integrated-marketing
[7] Multiple Agency Integrated Strategy | Search Laboratory
[8] [9] [11] [12] Streamline Your Approach to IT Vendor Management - SPONSOR CONTENT FROM INSIGHT
https://hbr.org/sponsored/2020/08/streamline-your-approach-to-it-vendor-management
[14] Beyond financials: Helping small and medium-size enterprises thrive
