These days, advertising that stands alone fails. In this glowing profile, AdAge sheds light on what makes a transmedia campaign truly successful - and uses Ignition's campaign for Prometheus to set the standard.

In just six short years, Ignition's print team has come to be recognized as an industry leader thanks to their hard work and their innovative approach to design. Recently, the Huffington Post chatted with some key members of our print team to talk about their work, their inspirations, and the explosive growth of their reputation. Check it out!

What makes a corporate website compelling? Entrepreneur.com shares their thoughts - and uses the website Ignition built for the Weyland Corporation as part of our transmedia campaign for 20th Century Fox's Prometheus as an example.

In today's media climate, launching a new mega-franchise like Lionsgate's The Hunger Games requires a nuanced, holistic brand strategy encompassing digital, print, A/V, and every other marketing pillar. On the eve of the Hunger Games' record-breaking opening weekend, the New York Times took an in-depth look at the marketing strategy Ignition and Lionsgate worked together to execute, examining how the plan came together - and why it worked so well.

The Hunger Games fandom is one of the most vocal and active fanbases on the internet - but turning their enthusiasm into a record-breaking opening weekend for the film adaptation required a finely-tuned social strategy guided by a nuanced narrative. Fast Company went inside the Hunger Games social machine to explore the strategies and tactics Ignition and Lionsgate used to whip the fans into a frenzy - and took a close look at what made them so successful.

"When Movie Marketing Goes Very Right" - 'nuff said! Forbes takes a look at Ignition's wildly successful transmedia campaign for 20th Century Fox's Prometheus.

If you want to stand out from the crowd at Comic-Con, you've got to go big - and for Comic-Con 2011, Ignition did just that when we created a massive 10'x11' touchscreen installation for Lionsgate's booth, which we call the TouchWall. Mashable stopped by the booth to go hands-on with the TouchWall - check out their rave review!

As technology continues its unrelenting march on our attention spans, the disruptive approach to consumer marketing is turning out to be fraught with problems. Consumers ultimately expect their interactions with brands to be more relevant, inclusive, and less self-serving. We work with our partners to forge meaningful relationships between brand and consumer. Every project starts with the question "What do people want?" We then follow the answers wherever they might lead. Whether we end up telling a story, cutting a trailer, designing a curation strategy, or inventing a new product, one thing is always clear: if it's not entertaining, social, or useful, it shouldn't exist.

Tens of thousands of years ago, human beings were telling one another stories. Nowadays, we still consume narratives through a multitude of entertainment and advertising media. The influence of technology has changed stories, and presented brands with a broad array of opportunities to engage consumers and those who influence them. Storytelling sometimes gets lost in this shuffle. We believe story should be put first. We believe in using new technology and new channels to break the limits imposed by traditional media and open up the vast terra incognita of Neverland to our audiences. Above all, we believe in telling great stories that emotionally engage in the absence of media. At Ignition, story is king.

Fear is a repelling force that tells us to back off, compromise, or stay inside of our comfort zone. By its nature, it is the archenemy of the creative process. We pride ourselves in our ability to destroy this force. Removing fear allows us to take initiative and commit ourselves to invention. It allows us to act on instinct and take risks; to take on challenges others might avoid; to play, discover, and look at things in a unique way. Most of all, it allows us to defy convention and make great work happen.

Culture is innately derivative. We make things out of other things - building endlessly on what came before. Devoting time and energy to the invention of an idea whose parts and pieces are wholly original is a destructive and ultimately wasteful process. We believe that creativity is simply the act of recombinance: cobbling together existing ideas and influences into a new, more useful configuration. This definition of creativity makes the act of invention less daunting, more agile, and ultimately less expensive. Our creative process relies on three core principles: (1) Capture - the act of cataloguing a diversity of experience, perspectives, methods, and ideas (2) Connection - the act of thinking across boundaries, building associations, and putting old knowledge into a new context (3) Creation - the process of initiation, iteration, and implementation.

We don't believe in turnkey processes or solutions. Exceptional work comes from relationships that are built on an investment in open communication and active collaboration between key stakeholders. As marketing becomes increasingly rooted in technology, we believe the distinct lines between client and agency should become blurred. Truly meaningful creative products cannot be created without deep agency-client collaboration at every step of the process.

Back in the 1950s, Bill Bernbach broke down creative silos by formalizing the copywriter/art director team. Nowadays, advertising is a more complex business. Creative companies require a structure that can adhere to any challenge. This is why we focus on finding and cultivating "creative divergents;" that is, people who are armed with a world-class expertise within a specific discipline, and the ability to branch out using a broader skillset - evolving with each new project or technology and contributing ideas to any situation to get things done. We then take individual "creative divergents" and organize them into multidisciplinary teams that consist of a mix of designers, engineers, writers, strategists, and other disciplines. Every team doesn't have the same genotype, but each team sticks together, working on creative products from beginning to end. Our approach to collaboration and team problem-solving is deeply ingrained in our culture, and it is why we continue to create great work.

People usually tend to work on a problem until they arrive at a solution that's simply good enough. They give in too early and end up with a product that is inevitably less than elegant. The truth is that good enough never is. You can't be sort of remarkable. It's all or nothing. Pursuing better is about perseverance. It's an unfailing commitment to ask the question "Is there a better way?" At Ignition, we are driven by an ethos of curiosity and a commitment to chase perfection through relentless incremental improvement. Big leaps through small steps.

Quantifying and analyzing the success of a campaign is a little like trying to chase a shark - you're trying to catch something that never stops moving. At Ignition, we prefer to measure our successes according to a single, simple, universal metric: how well do our efforts ultimately help our clients sell their products? Sure, we're always tracking new metrics and implementing unconventional measurement strategies that help make our campaigns stronger and more engaging for the users we reach, but when the rubber meets the road, we understand that creative work that doesn't follow through on this promise is ultimately a waste of our clients' time and money - not to mention our own creativity.