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Junction Taking a Page from Its Own Playbook As It Expands Its Team

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There are a multitude of skill sets required to successfully achieve a business owner’s vision, each practiced daily and each with its own level of importance.  Perhaps the most important of these skills is hiring, onboarding and motivating the right people who will be instrumental in achieving the vision.  American author and lecturer on the subject of company sustainability and growth, Jim Collins said, “Great vision without great people is irrelevant.”

At Junction Creative Solutions (Junction), we share the idea that hiring great people impacts virtually every aspect of an organization, from company culture and values to the ability to innovate, adapt, and remain focused on achieving the vision. Building a team of qualified associates makes it possible for a business to differentiate itself from the competition, establish a credible brand, and deliver a superior customer experience.

“Junction, for nearly a decade, remains focused on building a team of talented professionals to not only drive our business but also our clients forward,” comments Julie Gareleck, CEO & Managing Partner, Junction Creative Solutions (Junction). “As Junction’s portfolio continues to expand, the need for qualified people with the skills to manage and execute multi-faceted, integrated strategies and solutions has been a critical area of focus.”

Susan Lynam, a former Account Manager for a Global Healthcare Company and an entrepreneur, has enabled Junction to improve its internal and external processes to better serve our clients.  With nearly 2 decades of expertise in business management, logistics, and operations, Junction is excited to have Susan as a valuable member of the team. “Susan’s insights and experience have made a significant impact on our business in the last year.  Her professionalism and positive approach to problem-solving have made her an asset to our team,” comments Julie.

Kai Weber, a marketing veteran, has successfully built corporate marketing teams and managed complex marketing initiatives for a subsidiary of Morgan Stanley.  Kai, as a Strategic Account Manager, will be focused on new client acquisition and account management.  In her role, she will work to expand opportunities for Junction and contribute to the growth of the firm. “Kai brings a unique viewpoint to Junction’s team. In her previous roles, she was the client working with agencies.  This insight will help Junction provide an unmatched client experience.”

Growth, while positive, can have its own challenges.  As purveyors of strategy, Junction is taking a page from its own playbook. “As we grow our team, we have to be sure that we have the right folks in the right seats to drive this business forward.  In an environment with a multi-generational, technology focused mindset, finding top talent is especially difficult although not impossible.”

The Systems Behind the Growth of eCommerce are Evolving

Years ago, much of the Tech industry’s efforts focused on developing packaged software for business applications purchased by copy, or multiple license copies, and installed on organizations’ in-house computer systems. The process of upgrading to newer versions and updating in-house systems proved to be a disruptive process, fraught with frequent costs associated with the purchase of newer versions, and inconvenient installation down-times that generated unwelcome barriers to a company’s ability to be agile and responsive to constantly changing competitive environments. Today much of the interest and capital investment in the software industry is occurring in Software as a Service.

Software as a Service (SaaS), a software delivery model purchased through a license arrangement and accessed by the user through the web based internet cloud, promised to resolve many of the complexities of on-premise applications. Today the SaaS delivery model is the preferred method for office and messaging software, management software, virtualization, infrastructure, platform and desktop software.

Gartner projects the SaaS market will grow 19% this year following a 20% increase in 2017. New and Mature software firms are reinventing and disrupting the industry. The move to cloud-based SaaS subscription software has made software more affordable and accessible, but many of the challenges of customer usability remain.  A recent survey of over 500 business and IT executives by TrackVia revealed that a lack of customization, mobility functionality, limited integration and compatibility was having a negative effect on the growth of businesses across the spectrum of commerce.

A new generation of SaaS application platforms is taking aim at the enterprise software paradigm by promising to simplify and speed up application creation, configuration, integration and deployment for enterprise software. These new low-code platforms are predicted to grow from $3 billion today to $15 billion by 2020 according to the technology analyst firm, Forrester Research. The traditional enterprise software market is struggling to keep up with businesses’ growing demand for faster, more agile and mobile solutions.

The greatest challenge is with slow application development and deployment, too little customization, and difficult integrations with other applications. According to recent research, current software solutions still don’t address businesses’ top priorities or pain points. In fact, today’s slow and inflexible enterprise software often hold businesses back by forcing companies to change operations and processes, which negatively affects enterprise agility and growth.

“While this migration to the ‘cloud’ in the form of SaaS addressed some of the distribution and financing hurdles associated with enterprise software, it failed to fully address the more fundamental end-user challenges,” says Julie Gareleck, CEO of Junction Creative Solutions (Junction). While eCommerce is expected to reach $4 trillion by 2020, the systems behind eCommerce are evolving as users demand the ability to transact in real-time with their customers.

Junction recognized the need to provide Software-as-a-Service (SaaS) solutions to its clients. “As online purchase behavior shifts, it’s critical to understand the purchase path. Junction invested in developing a Custom SaaS Platform that its clients are able to customize and white label as their own system,” said Gareleck. “Benefits for our clients include a cost-effective approach to an otherwise costly platform and improved time to market. Our experienced team of developers and designers is able to roll out custom solutions in 3-5 months as opposed to lengthy development cycles of 12-18 months.”

Having a partner who understand trends in technology and who has the capability and agility to modify a system to meet customer demand is critical to developing a successful SaaS strategic engagement. The fatal mistake that many entrepreneurs make is assuming that once the site is live, the work is done. The reality is that the process takes consistent, ongoing effort to ensure that the technology works as the client’s business scales.

For more information on how the Junction team is experienced and adept at building and fully implementing smart and customizable digital platforms, call 678.686.1125.

Know Where You’re Going. Not Every Road Will Get You There

Perhaps one of the most used but underutilized terms in business is strategy. Add to the word planning, and the phrase tops the chart of importance in business success. It seems so simple and is unarguably a truly great example of common sense. Knowing where you want to go, mapping out a route and preparing to overcome the inevitable obstructions that may impede your progress along the way, seems like a true “no-brainer.” Having a clear vision is critical to starting and growing a business and while many celebrate the importance of the visionary in the start-up process, developing a clear and concise strategic plan to map the road to business growth and sustainability is often the most under-engaged promise. The fact that 50 percent of all new business ventures fail within the first three to five years is a testament of many of those businesses adhering to Lewis Carroll’s Alice in Wonderland fantasy strategy: “If you don’t know where you’re going, any road will get you there.”

“While most business owners agree that strategic planning can provide a roadmap to drive their business growth, long-term survival and profitability, many fail to devote the necessary time, energy and resources to do it right, if at all.” Taking the time and making the investment to develop a comprehensive strategic plan for success involves establishing your value proposition; identifying and focusing on a market of customers; establishing a mission; setting forth a goal; enumerating your objectives; engaging the plan of action; measuring its progress and adjusting the plan along the way to address changes to original assumptions.

In this fast paced, technology driven world of commerce, competition is agile and refined, and the marketplace dynamic. While change has always been inevitable, today change is occurring at warp speed. Staying focused and tuned into the competitive environment is critical to survival and sustainability. Look to your competition to define what they are doing right, emulate their most successful actions and focus your strengths on doing those things your competition is unable or unwilling to do to meet the expectations of a new tech savvy consumer. The more specific the plan, the more likely it will be successful.

Many new ventures freely invest in infrastructure and tools of production. Far too few invest in the human talent necessary to meet the demands of growth. Some organizations fail to hire qualified employees to connect directly with their customers. The strategy should be to acquire people who are motivated and inspired to share the organization’s vision and who are dedicated to follow the path to accomplishment. Imagine if a restaurant were to purchase top of the line equipment but hesitate to effectively invest in the culinary and hospitality talent needed to produce an appetizing experience for customers. Don’t go cheap on attracting and inspiring the talent necessary to transition your vision into a reality.

A strategic plan should be a living, well-worn document. Its focus should be on where you want the business to be over time. Establish short term benchmarks of progress every 12 months to 24 months and long term, five year goals.  Be proactive; evaluate the strategies’ effectiveness over time. Support those efforts that are working and abandon those that fall short. Anticipate the failures, they are inevitable. Expecting them will make it easier to offset the negative impact they have on achieving the vision. Be mindful that there are forces in the business world that are beyond our control that may derail even the most insightful plan. Don’t overreact and make major changes based on any one day, month or quarter of events. This is a marathon, not a sprint. Never forget that the competition is always watching your progress and maneuvering to obstruct your mission.

In a recent Inc. Magazine/Kauffman Foundation study, researchers found that five to eight years after appearing on the list, roughly two-thirds of the companies that made the Inc. 5000 list had shrunk in size, gone out of business, or been disadvantageously sold. Resolve not to be one of them.

To learn more about preparing a strategy that seeks to innovate product offerings and processes and take advantage of new opportunities to grow and sustain viability, profitability and long term growth, contact the experienced team of business development specialists at Junction Creative Solutions at 678.686.1125.

Face to Face Networking in a Digital World

Much has been experienced and touted about how technology has disrupted, in a positive way, the flow of information between marketers and customers. The impact digital media has had on the speed and ease of making connections has revolutionized the entire process of marketing. The “old school” social interactions once thought to be critical to forming loyal and extended relationships were lost to all the pervasive hyperbole over the advantages of high-tech anything. Fast, efficient and user friendly web based social networks have demonstrated how technology can truly revolutionize communal conversations.

Data from these digital networks can be quickly gathered, evaluated and utilized to enhance the understanding of the conversations and allows for quick and free flowing interactions. However, making personal, face to face group encounters are proving to be powerful, albeit, old school methods that can contribute to long lasting relationships that enhance long term growth and stability in an organization.

While entrepreneurs typically tend to take a path of independence, there are times that long term stability and growth require a strategy of building relationships over time that is essential to marketing your business. In a sometimes too familiar proverb, “If you want to go fast, go alone, if you want to go far, go with others.”

Networks are usually local in focus and may be traditional groups like the Chamber of Commerce or Business Networks International (BNI) that conduct regular seminars and events to promote comradery and unity in a common purpose. Others are locally formed independent groups with a common thread of business purpose. The goal is to develop a personal relationship of trust among members so they will refer business to one another. Results are not immediate and take practiced effort over extended periods of time but can produce significant opportunities for business growth.

To discover networks that will work best for your organization, reach out to other individuals in industries or organizations that are the same or are those that compliment your own. It can be beneficial to participate in more than one group. Be prepared to share your knowledge and expertise. It should be an environment where giving more gets you more. Focus on your reputation for knowledge, performance and commitment to deliver on your brands promise.  Invest as much time developing a referral strategy as you do to formulate your marketing strategy and utilize the social media and technology tools to reach out to new contacts and stay in touch with existing ones. Initiate and maintain referrals on social media platforms, emails and follow-up phone calls. Staying connected with existing members of the group will build an inventory of influence that can be harvested long term.

“It’s hard to say exactly what it is about face-to-face contact that makes deals happen, but whatever it is, it hasn’t yet been duplicated by technology.”- Paul Graham.

Technology Changes Coming for Popular eCommerce Platform

For nearly 25 years, buying and selling over the internet has revolutionized the retail industry. Ecommerce, in the early years, was largely limited to B2B transactions but has grown to threaten traditional brick and mortar retailing all across the industry spectrum. Today, almost everyone in the United States has made a purchase on the internet and 80 percent of consumers have made a purchase within the last 30 days. Once considered a novel, passing threat, online sales were positioned to surpass $2 trillion dollars by the end of 2017 as consumers continue to make eCommerce a way of life. Some reports predict eCommerce will reach $4 trillion dollars by the year 2020.

The explosion of online stores has been the result of the availability of digital platforms that are easy to develop, user friendly, economical to build and efficient to operate. One such platform, Magento, became very popular among small to modest sized internet retailers when it was first introduced.  Built and developed as a flexible platform that permitted users to create stores with a variety of functions, it featured pre-made extensions that made changes or modifications easier to implement.  Unfortunately, the focus on flexibility left many users wanting options when it came to performance optimization, mobile-responsiveness and expanded administrative capabilities. Technology advancements and the demand for higher performance and increased user-friendly options spawned Magento 2.0.

Introduced in 2015, Magento 2.0 promises to address many of the short comings of its previous version.  Compared to its predecessor 2.0 will run, on average, 20 percent faster resulting in more sales and increases in website search engine optimization. The checkout process is more streamlined allowing customers to navigate quicker through the purchase decision to checkout. Additional extensions and better administrative interface help reduce time spent managing the online store. With more and more consumers utilizing their mobile devices to complete their shopping, version 2.0 has an improved look and functionality on mobile devices. Most important, Magento 2.0 promises to grow its capabilities as the online store grows.

Change is never easy, and many online retailers are reluctant to migrate from their current version to a newer version of the platform. Fear of disrupting their online business is the most common concern among retailers considering an update, but costs of maintaining older versions can soon eat away at initial apprehensions. With immediate improvements in scalability, usability, security and better consumer experience, making the move sooner rather than later may prove to be the best option. In addition, Magento has announced that they will stop supporting the 1.9 version or below in November 2018.

What does this mean?  For those eTailers on previous versions, it will require a complete redesign and development of the website to the Magento 2.0 platform. It’s not a standard upgrade. “Clients are coming to us asking when they need to move to Magento 2.0,” commented Julie Gareleck, CEO & Managing Partner, Junction. “If a client doesn’t want to move to the latest platform, they run the risk of having issues that can’t be resolved. If the shopping cart breaks, there is no supported fix from Magento. We encourage our clients to begin planning for the migration so that they can continue to operate the business without interruption.”

The other important consideration for the migration to Magento 2.0 is selecting a responsible partner to assist with the migration. “We have been working with Magento 2.0 since it was released. We are now starting to see firms quote outrageous prices for this conversion as they take advantage of Magento’s platform upgrade. We’ve had many clients question why our pricing is more competitive than others.  Our experience in the industry over the last 2 decades and our Magento expertise enables us to provide our clients with pricing that reflects the work required to complete their goals and objectives.”

For more information on upgrading and how Junction Creative Solutions can help you navigate to a platform designed to enhance the growth and sustainability of your online store, contact info@junction-creative.com.

Cost Management Group’s New Digital Presence

The Gartner Market Guide for Telecom Expense Management (TEM) Services in May 2017 reported a 45% increase in end-user enterprise enquiries concerning TEM since 2016. With IT costs rising, organizations need to more closely monitor and control the cost of technology. The report stated, “The continued growth and evolution of enterprise telecom services prompts many companies to evaluate TEM services for ongoing cost optimization and efficiencies, especially if they lack the internal resources to effectively optimize or have limited governance on telecom and IT procurement over a complex enterprise footprint.”

Being able to effectively scale solutions with the right balance of strength and agility, for enterprise-level organizations, mid-size businesses, and SMBs, is nothing new to Cost Management Group (CMG). Headquartered in Atlanta, GA since 1996, with additional offices in Virginia, North Carolina, Costa Rica and the Netherlands, CMG specializes in driving down the operating costs of its client companies by applying proprietary methods and tools, or those of its carefully chosen partners who possess a particular and uncommon expertise. CMG, as a leader in the industry, is committed to its vision, believes in its mission, and is driven by a set of core values.

When searching for a partner to assist in telling the CMG story, it was important to find an organization that shared a common set of core values and focus on quality, extraordinary attention to service and innovative solutions. Junction Creative Solutions (Junction) worked with the team at CMG to redesign its online experience that includes a wealth of content to engage prospective clients and partners.

Julie Gareleck, CEO and Managing Partner, Junction, says, “As the marketing landscape changes and consumer expectations evolve, it’s critical to remain ahead of design trends whether it is a website or a comprehensive set of solutions to support sales and marketing. We are proud to expand on our creative portfolio by working with an organization like CMG.”

Atop the List of the Most Monumental Failures

The event wasn’t really anything new. Like the occurrence of hurricanes, tornadoes, volcanic eruptions, earthquakes, wild fires and other major natural calamities, data breaches come around from time to time almost as naturally and expected as Mother Nature’s furious punishments.  Differentiated from one another by a numeric sliding scale that measure their severity and the totality of their mayhem on the populace, natural disasters are recognized as unavoidable as they routinely play havoc on populations all around the world.

Data breaches, while unfortunately common in today’s data driven world of commerce and social interaction, can be defended against by pre-breach, cybersecurity deployments that may lessen their impact or result in their total avoidance. Breaches of consumer’s private information are not yet measured by a numeric scale of severity, but the latest data breach at Equifax just may have raised the upper limits of the damage impact bar.

The recent Equifax incident resulted in the privacy of 143 million customers being violated, but the total impact may be much larger and may initiate additional unintended disclosures of financial information by hackers for some time to come. The domino effect may continue for years given that the most noted information stolen was customer’s social security identification numbers. With this one number, bad actors are capable of unlocking and laying bare all there is to know of an individual’s identity. Unlike credit card information, Social Security numbers are for life.

Surprisingly this was the third time Equifax had been hacked this year. To not learn from the previous experiences and enact additional safe guards to avoid additional breaches is a failure of leadership and culture as much as a failure of network security. “Equifax sits on the crown jewels of what we consider personally identifying information,” says Jason Glassberg, cofounder of the corporate security and penetration testing firm Casaba Security. “You’d think a company like that, guarding what they’re guarding, would have a heightened sense of awareness and that clearly was not the case.” Equifax has provided a website where customers can find out if they are impacted by the breach but has no intention on notifying consumers if they are impacted. The company will provide affected consumers with the option to enroll in TrustedID Premier for a period of one year.

With more than 2,200 data breaches occurring so far this year alone, companies need to step-up their preparations for responding to an inevitable breach.  To effectively secure personal information and networks, company leaders need to understand that that privacy and security are coequals. Applying concepts of basic cyber hygiene and realizing that cyber security is an integral part of the company’s overall operations is essential.

Prior to retiring, Richard Smith, CEO of Equifax said, “Equifax will not be defined by this incident, but rather, how we respond.” The comment was seen as wishful thinking at best. Equifax will most assuredly be defined by this breach and the disparate response to it for decades to come. Being at the top of the most memorable list is not a good or profitable place to be when it is the list of the most monumental failures. After two decades and millions of dollars spent on cybersecurity the saga of failure and the effects on consumer’s privacy is bound to continue. Maintaining the status quo is clearly not an option.

Are you prepared for your next cybersecurity failure?

Forming a Start-up & Compelling Exit Strategy at the Same Time

At first consideration it seems to be counter intuitive. Formulating a plan to exit a new start-up business before the start-up of the new business? For the true entrepreneur, the experience of a new start-up is exciting, exhilarating and even intoxicating. For most, it’s what they do, who they are and is much more a result of DNA than MBA. Why, at a time when the focus is on planning the complexities of development and launch, should we consider a strategy for selling out or diluting our future participation? Why should we spend time and effort now on the end game?

A failure to see it coming. – Making assumptions about future unknowns is a common element of planning and forecasting. A well-developed and implemented business strategy is a key to determining success or failure of even the most modest of visions. In the event that original assumptions fail to generate the anticipated outcome, the process of getting out and successfully surviving for another opportunity will be measured by a predetermined plan that includes a contingency for exiting the situation. An effective exit strategy should be planned for every positive and negative contingency.

Making a transition. – The operational skill sets required to initiate and launch a new venture is markedly different than those required to successfully guide and maintain a business through subsequent stages in the businesses life-cycle. Entrepreneurs love the experience of the start. But the job requirements of management change overtime.  Attracting talent or investors with specific skills and experience needed to move the operation into the next segment is critical to making a successful transition to the next stage in the cycle. Often it will be necessary for the dreamer, the creator or the artist to give-up all or part of their responsibilities or participation in day-to-day management in order to attract the new talent. Preplanning for this inevitability can assure a more successful, efficient and timely transition for the venture.

Where are you going anyway? – A map without a destination is not a plan for a successful journey. It’s a plan to wander around.  A business which is wandering around in a competitive and dynamic business environment is likely to arrive at failure, not success. A transition that involves selling to new investors through an IPO, selling to existing employees or stakeholders, preserving the organization as a family heirloom or taking an IPO path requires various routes to achievement, each unique but each requiring decisions to be made from the outset of the new start up. For emerging businesses it is important to link the marketing strategy and the exit strategy in one cohesive plan.

Alignment of business strategy is critical to investors. Aligning the exit plan with the overall business development plan is significant because the choice of exit plan can influence business development choices from the outset. The desirability of each choice is dependent on the initial form of ownership, the original intent of the business, market conditions and company performance. The exit strategy is also very important to investors.  “An exit strategy isn’t just relevant, it’s essential. One of the biggest worries of angel investors is ending up with a minority share in a company that doesn’t want to exit. In that scenario you can end up with your money stuck forever as stock that will never be traded, never be liquid, and therefore will never be a return on investment,” said Tim Barry, Founder of Palo Alto Software.  “What you want is as much evidence as possible that you understand the importance of the exit, the factors that make the exit more or less likely, and the vital link between the exit and the investors’ making a return on their money.”

The answer can be quite simple. The exit is, in reality, the goal. Aligning an exit strategy cohesively with an overall business and marketing strategy is critical to achieving the ultimate objective. The very best reason for an exit strategy “is to plan how to optimize a good situation, rather than get out of a bad one.” An exit strategy allows a startup to focus efforts on things that make it more appealing and compelling to future acquisition.

“When working with start-up companies on business plans and growth strategies, we always start by asking what the business looks like today; what the goal is for the business in 3 years; and what is the exit strategy,” comments Julie Gareleck, Junction Creative. “Our clients always seemed surprised that we ask about the exit at the beginning.  We’ve successfully navigating our clients from Start Up to Exit – and achieved the very goals and objectives we set at the very beginning.”

As entrepreneurs, it’s ok to love the process and relish in the rise of success. However, never lose sight of the exit.

To learn more about Junction’s success stories, contact Julie@junction-creative.com!

To Our Clients, Colleagues, and Supporters,

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As we embrace 2016, I would like to extend my deepest gratitude for the opportunities that have brought us together whether a client, colleague, or friend.  2015 has been a pivotal year for many of our clients who have achieved new milestones and unprecedented growth. Congratulations on a job well done!  I am ever thankful for my colleagues who have committed themselves to being the best at what they do to assist our clients in reaching those milestones.  I applaud your efforts.  We are fortunate to have a system of supporters who offer an ear, words of wisdom, and a pat on the back at just the right moments. You play a critical role in our success.
When I started the business in 2009, I had a vision for Junction.  After nearly 7 years in business, our team still remains focused on that vision – to create impact.  The road to success is often wrought with twists and turns. Rather than focus on those obstacles that stand before us, it’s comforting to know that I am surrounded by others like yourself, navigating the journey together.
May 2016 bring prosperity to all of you and I look forward to the opportunities to work together in the New Year.
Sincerely,
Julie Cropp Gareleck
CEO & Managing Partner
Image courtesy of Suriya Kankliang at FreeDigitalPhotos.net

Creating a New Brand Among Giants

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Steve Allen once told his audience the he expected The Tonight Show to last forever. He made his comment as the first host of The Tonight Show, which he debuted on national television on September, 27, 1954. Born from a popular local program on the NBC Affiliate, WNBT in New York City, the now famous late night entertainment show has lasted more than 60 years, making the Steve Allen comment the most prophetic of statements in an industry where “forever” is often defined as little as one night or one episode. Allen, along with announcer Gene Rayburn and bandleader Skitch Henderson, stayed with the program for three years and were successful in introducing program mainstays like, the opening monologue and the now venerable comedy sketch. Over the next five decades Jack Paar, Johnny Carson and Jay Leno performed the role of host, each adding their own brand of comedy, wit and talent to make The Tonight Show the most iconic late night talk show in U.S. television history.

While each host has successfully etched their own indelible mark and individual uniqueness on the shows history, the format and many of the tropes developed over many years remain a mainstay of the show, creating a loyal and dedicated following among generations of late-night TV viewers, the fundamental reason for the show’s long-running success. Each keeper of the stage, during their respective tenure, brought to the endeavor their own delivery, style, personality and brand of comedy.

This year’s passing of the late-night torch to Jimmy Fallon has spawned the usual debate and controversy, mostly centered on his capability to live up to such monumental standard fore-bearers as Paar, Carson and Leno. While mindful of such elevated and inevitable comparisons, Fallon appears to be smart enough to not attempt to be a Carson or Leno, aware that while imitation is often seen as the best form of flattery – pure imitation, in the entertainment world at least, leads a performer to nothing more than a relative membership in a crowded club of Elvis impersonators. Membership in the iconic Tonight Show club will require Fallon to develop and establish a brand that will satisfy several generations of existing loyal fans while attracting his own generation of Tonight Show loyalists.

From the very beginning of his tenure, Fallon vowed to be true to his successful Late Night Show format, saying that his Tonight Show will be the “same show” as he is doing now, “I’m not going to change anything.” And true to his word, Jimmy’s Tonight Show features some of his Late Night best-known bits, such as “Egg Russian Roulette”, and the weekly carry-over of the popular sketch: the absurdist “Thank You Notes” segment. The extensions are evidence that Fallon intends to establish his own brand of The Tonight Show and follow a strategy of integrating that which is working elsewhere within an already historically successful format. Messing with such well-established success, while courageous, often can lead to disaster of historic proportion.

However, the most recent ratings indicate that the gamble may very well be paying off for Fallon, the show’s producers and the network. For the most recent May sweep, “The Tonight Show Starring Jimmy Fallon” dominated the space with a 1.14 rating in the 18-49 viewer segment, which is Tonight’s highest for a May sweep in five years. Fallon out-delivered his competition, out-performing Letterman by a 31% margin and topping Kimmel by a 35% advantage. Whether Jimmy Fallen can continue to polish his own branded and solidify his own success among his former titans remains to be determined. But for now he seems to be creating his own traditions equal to the giants who came before him.