If your organization is interesting in Agile transformation for technology, then you should also be looking into Agile Marketing. Think of your organization like a car. Two wheels which represent Technology, and the other two wheels represent Marketing. Even if you get the Technology wheels spinning faster, unless the Marketing wheels can spin just as fast, your car will be going in circles. Product and marketing go hand in hand when it comes to deriving value from your respective markets. As we all know, one of the major keys in Agile is the tightening of the feedback loop. This is why we want shorter sprint cycles, smaller batch sizes, and strive to continuously learn. When it comes to building products, it's the marketing team's job to test the market, size the market, segment the customers in the market, and just generally derive value from the market. But the problem is, most modern organizations are using waterfall-like operating models to run their marketing teams which hand-cuff talented marketers from surfacing new insights. Marketing departments are still using waterfall processes because only up until a few years ago, digital marketing was a brand new concept. Large organizations used Print, TV and Radio advertising in their marketing campaigns, which by nature were not trackable. Campaigns were planned well in advance, usually at the start of a new financial year, and themes, content and messaging was approved then too. Because of the lack of trackability, marketing was always considered a cost-centre. Today that has changed. Marketing is now quickly being understood as a revenue-driver. New tools are allowing us to track digital campaigns like never before imagined, everything and anything can be attributed to even the most minute detail. Because of this marketing focused companies are able to confidently say that for $(x) of marketing budget input, they are getting $(y) of revenue from customers. This is catapulting Marketing teams to the top of the business group food chain. In this session we will discuss the need for Agile Marketing and why marketing should be the focal point for your organization's business agility transformation (hint: it's because marketer's own the customer journey). More importantly, this session will actually dive into the details of how a marketing team would implement Agile using the four stages of the Growth Marketing Lifecycle (GMLC). If this interests you and you're excited to learn more, please reach out and let's have a chat! - Ahmad Iqbal August 2017

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AGILE MARKETING
Playbook
Ahmad Iqbal
August, 2017

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What is Growth Marketing
CONTENTS
Meeting Objectives: Using this
presentation as an opportunity to
discuss the exciting new trends in
digital marketing and the needs for
“agile” marketing. This presentation is
meant to drive conversation around
why it’s important, how to get started,
and the next steps to integrating
product and marketing teams
Why it is crucial
The GMLC
(Growth Marketing Lifecycle)
AGENDA

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REMIX OF WHAT WORKS
+
Note: The strategies are taken from examples from Facebook, Twitter, Uber,
AirBnB, Dropbox and Shopify. The Growth marketing framework is a remix
between the marketing models at the listed six companies within the typical
consulting delivery model.

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GROWTH MARKETING VS TRADITIONAL
MARKETING Growth Marketing
Iterative experiments
ROI-based hyper-targeting
Responding to change
Integrated, cross functional teams
Customer discovery
OVER
OVER
OVER
OVER
OVER
“Launch” mentality
Broad Targeting
Following a Plan
Internally Siloed Groups
Pre-defined Customer Segments
GROWTH MARKETING TRADITIONAL MARKETING

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INTERSECTION OF PRODUCT/
MARKETING
Product Marketing
Value Delivered
Marketing happens between the
product and the market. For the
organization to be successful, the
product teams not only have to be
waste-lite, and rapid, they also need to
be building the right thing.
And that is marketing’s job to the
business. Marketing needs to find
more customers for the business, but
also hold the responsibility to discover
new customers.
The point between where Product is
correctly working, and Marketing is
correctly working, is where value is
delivered.

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WHY SHOULD WE CARE?
Input:
Marketing
Dollars
Output:
Leads &
Customers
Marketing needs visibility to show the business that for $X of input, the growth
framework develops $Y of output.
This Growth Marketing framework has been developed by Silicon Valley startups who
were vying for VC funding in order to stay alive. They developed similar processes for
transparency in their ROI and cemented their place as Revenue drivers, not cost
centers.
Facebook, Twitter, Airbnb, Uber, Dropbox and Shopify have created C$750 Billion market cap in under ten years.
C

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TREND: MARKETING IS EVOLVING
WITH DIGITAL
Whereas traditional marketing is considered a cost-center, growth marketers are driving revenue.
-31% Disagree
-21% Disagree
Agree 69%
Agree 79%
The business owners treat marketing as a revenue driver today.
The business owners will treat marketing as a revenue driver in the next 3-5 years.
Source: Economist Intelligence Unit survey, November 2014
PERCEPTION OF MARKETING AS A REVENUE DRIVER
-30 -20 -10 0 10 20 30 40 50 60 70 80

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WHAT IS GROWTH HACKER?
Silicon Valley pays upwards of $500,000
annual compensation for “growth hackers”
because they are “unicorns”. It is hard to
find people with these three skill sets who
are able to ideate, execute and iterate their
growth hypotheses. We understand these
“unicorns” are not easily attracted to large
FSI or enterprise organizations, but we are
able to mimic these skills through a cross-
functional team – hence why the scrum
process makes sense. Instead of paying
the large compensation to 1 person, we
could pay 3-5 people who, together, have
that capability.
Marketer Developer
Data Analyst
Growth Hacker

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GROWTH MARKETING LIFECYCLE (GMLC)
Goal
Orientation
Execute & DeployIdeate Optimize

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GROWTH MARKETING FRAMEWORK
1. GOAL ORIENTATION
• Develop a one page marketing plan
• Visualize the gap between today and tomorrow’s goals
• Identify key metrics and leading indicators
• Agile training
2. IDEATE
• After several campaigns have gone live, team
evaluate the overall results identify new
opportunities
• Learn what worked and what didn’t work
• Focus on retention of converted and existing
customers
• Optimize “home-run” campaigns
3. EXECUTE & DEPLOY
• Work in cross-functional teams to deploy
minimum valuable experiments and track
their results (ROI based)
4. OPTIMIZE
• Visualize the customer journey by developing
a Funnel Map
• Ideate new marketing experiments
• Define minimum valuable experiments
(MVEs)
• Prioritize the backlog of experiments

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Step 1
GOAL ORIENTATION

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STEP 1: GOAL ORIENTATION
Let’s align the marketing team on what
metrics we want to move the needle on.
The best place to start is to visualize the
organization’s current funnel from
Awareness to Purchase.
SEM SEO
Emails Direct, Tel,Blogs/
PR Campaign &
Phone
Emails
Renewal
Emails
Phone
Service
Subscriptions,
Upsells
1. Awareness
2. Consideration
4.Retention 3. Acquisition
5. Purchase
Campaign & Contests

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ALIGN ON KEY METRICSWe start with the Marketing Opportunity Canvas to align the team on where we stand,
and where we want to go.
1) OBJECTIVES
Top 3 business
objectives
e.g.:
1. X% increase in
online leads
2. Y% increase in
conversions online
4) WHERE ARE
WE NOW?
Brief SWOT
analysis of current
status in the
context of
challenges faced
in meeting
business
objectives #1
5) CORE BRAND
VALUE
Compelling
position statement
describing your
brand and the
value it offers.
Should be
customer centric,
refer to #2.
6) COMPETITION
Top 3 competitors
and their strengths
and weaknesses.
Should be
customer centric,
refer to #2 and #3
e.g.:
- SERPs for
keywords
- Blog activity
- Social media
engagement
across important
channels
- Customer service
- Website UX
- Product strengths
and weaknesses
2) TARGET
AUDIENCE
Top 3 customer
segments and
customer
personas per
segments.
e.g.:
Customer
Segment
1. Families
2. New home
buyers
3. Students
9) KEY METRICS
KPIs that measure
the success of
your marketing
efforts
e.g.:
- Online leads
- Online Referrals
- Membership
Renewals
8) MARKETING BUDGET
- Content Marketing & SEO, Paid
Advertising, Design, Marketing
Technology
7) TIMELINE
Brief outlines of your 1 week/1 month/3
month/6 month/1 year marketing
campaigns.
3) CHANNELS
Paths to
customers. Refer
to #2 to find out
where customers
live online.
e.g.:
1) Facebook
2) Campus
3) Google
Top 3 Business objectives e.g.
1. X% increase in ___________
2. Y% decrease in ___________
3. Z% increase in ___________
KPIs the team wants to target in
order to achieve the above
objectives. These are leading
indicators. For example, time on site,
bounce rate, # of page views,
Objectives
Key Metrics

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USE FUNNELS TO VISUALIZE THE
CUSTOMER JOURNEY
TRAFFIC
This end of the funnel is largely comprised of raw inputs. For
example website traffic. It’s the first interaction a customer has
LEAD
Leads are qualified customers. They may have visited specific
offer pages, returned to the site several time, or given an email
CLOSED
Customers who had converted. Bought the product, referred their
friends, or returned to buy a second time
Traffic
Qualified Lead
Closed

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UNDERSTAND YOUR FUNNEL
Using current data, the team will develop their “Funnel Map” outline. We will continue to populate this funnel
map in step 2.
MarketingFunnel
RetentionAcquisitionConsiderationAwareness
Actual Goals Leading Indicators
Home Visit
Inner Visit
Email Subscr
Registration
Purchase
Retention
and Referral
Cross Sales
e.g. Visits +15%
e.g. Page
Views+1.5
e.g. Email
signups +70%
e.g. Account
creation +50%
e.g. +15%
e.g. LTV +15%
e.g. Impressions
e.g. time on site, bounce
e.g .video views, file
download, social shares
e.g. Email open rate, # touchpoints
e.g. # days to register
e.g. Personal
phone-calls
YTD 42,094
YTD 32,940
YTD 3,000
YTD 225
YTD 141

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UNDERSTAND YOUR FUNNEL
Identify a set of “leading indicators” so that the team can autonomously and collaboratively drive towards desired
organizational output. The purpose of these metrics is to keep the team focused with the end goal in mind.
Phase: Discovery Roles: Whole Team
Key Activity: Agreeing on growth goals for each step in the marketing funnel. The team should also align on the
Sprint cadence, 1 week, or 2 weeks, for implementing, tracking and analyzing new growth experiments.
• Achieve 15% increase in
newsletter subscriptions
• Achieve 10% growth in
enrolments
• Grow average time on site
from 1:15 to 2:05
• Reduce bounce rate from 60%
to 40%
• 3+ Page vies, up from 1.7
• Any metric which is attributed
to the most up-stream action
Considerations:

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Step 2BUILDING EXPERIMENTS AND HYPOTHESIS

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STEP 2: DEFINING GROWTH
EXPERIMENTSThis step is the focal point for new ideas and hypothesis generation
The funnel map visualizes the customer journey and aligns the Agile Marketing team on the
valuable customer events along the customers journey from Awareness to Decision
Customer value is unlocked by visualizing new opportunities

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EXAMPLES
LEADING
INDICATORS
Experiments that directly
move the Leading
Indicators
Understand the Understand the
OPPORTUNITIES
Opportunity: Facebook Lead Ads
Hypothesis: Customers will be more
likely to fill out basic submission details in
a Facebook Lead Ad
Opportunity: Online webinar
Hypotheses: Potential customers will
give us their contact information if they
are interesting in accessing free content
re: passing your driving test
The Backlog Identifies:
Opportunity (experiment)
Hypothesis
High level action items
Impact, Confidence, Effort
Prioritization score
Opportunity Type Impact Confiden
ce
Effor
t
Score
Harness user behavior insights for content ideas Question .2 .8 1 16
Lead Ads Experimen
t
.6 .8 3 16
Facebook Custom Audience Experimen
t
.4 .7 2 14
Facebook Custom Audience Suppression Experimen
t
.4 .7 2 14
Click-to-call-Retargeting Experimen
t
.6 .6 3 12
Renewal Reminder (RR) Segment (search target) Experimen
t
.6 .8 4 12
Cross-sell single line on Web/Search Experimen
t
.4 .8 3 11
Cross-sell single line on Facebook Experimen
t
.4 .8 3 11
Cross-sell single line on Email Experimen
t
.4 .8 3 11
Get transaction (sales) Data to help improve
targeting
Experimen
t
.4 .8 3 11

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EXAMPLES OF GROWTH STORIES
As a:
I’d Like:
Which will result:
Persona/Customer
Feature/Opportunity
Metrics Influenced
As a:
I’d Like:
Which will result:
Student
a video tutorial
in a subscription
Backlog Sprint N + 1 Sprint N Execution
In Progress Done Learn

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PRIORITIZING GROWTH STORIES
Key Activity: Prioritizing growth experiments and committing to a set of stories to accomplish and test within the sprint
cadence. After using the ICE Framework, the ideas with the highest score get added
Questions to be answered:
How much Impact would this hack have on our goal?
[Measured as a percentage of growth of the metric]
How Confident are we as a team that this will work?
[Measured between 0 and 1]
How much Time/Money/Effort is required to accomplish?
[Measure from 1 to 5, 1 being simplest, 5 being complex]
We will be using the ICE ( Impact, Confidence, and Effort) Framework developed by Sean Ellis, of
GrowthHacker.com for evaluating and prioritizing hypotheses
Effort

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Step 3
DECOMPOSE, EXECUTE & TEST

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THE SCRUM PROCESS
EXPERIMENT
BACKLOG
SPRINT
BACKLOG
SPRINT PLANNING
MARKETING EXPERIMENT
SPRINT RETRO
SPRINT REVIEW
SPRINT
PERFORMANCE OWNER
SCRUM MASTER
EXPERIMENT
BACKLOG
REFINEMENT
• The single source of work for
the scrum team
• Made up of “Growth Stories”
• (Re)Prioritized during Sprint
Planning
• The backlog should be visible
through the Kanban board
• The subset of the backlog
which will be executed during
the 2 week sprint
• Work items should already
be scored and decomposed
into smaller tasks
• Occurs 1-2 times per
sprint to ensure future
sprint backlogs are
decomposed and re-
prioritized
• Objective is to get to
“Ready” state before
Sprint Planning
• What was accomplished day
before
• To accomplish today
• Impediments
• Scrum Master should track
impediments on his/her
Impediment List
• What was Liked, Learned,
Lacked during the sprint
• Action items & take-aways to
make next sprint cycle better
• Process Oriented
• Scrum Master facilitates
• Review of the deployed
experiments, what worked/didn’t
work
• Team will discuss learnings from
results and make notes to other
backlog items impacted
• What to do more of, what to do less
of
• Content oriented
• Analytics facilitates
• Granular Minimum Valuable
Experiment (MVE)
• Trackable, testable, scalable
• To validate with on the right
track
Work items on the
backlog are
owned by the
“PO”
Scrum Master
owns/protects
the process of
Scrum.
DAILY STANDUP

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STEP 3: EXAMPLES
Plan: Identify the activities required to implement a Facebook Lead Ad. For example,
identify the target list, generate copy, produce creative, determine
budget and timeline, and define the metrics for success, for example, number of leads or
CPM
Execute: Execute on the activities required for the campaign
Deploy & Learn: Track the results once the campaign goes live:
If results are promising, continue to optimize the campaign
If results are lackluster, end the campaign early

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Step 4
RETENTION AND OPTIMIZATION

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STEP 4: RETENTION AND
OPTIMIZATION
The results from previously completed experiments will provide direction on how best
to optimize for larger campaigns.
Phase: Measure & Learn
Roles: Whole Team
Key Activity: After testing several opportunities, the most successful experiments should
be optimized for inclusion in a larger campaign. For example, if the Facebook Lead Ad
generated significant engagement, the team should increase investment for a longer
duration
Important: In a traditional marketer’s role, the job description ends with generating the
lead, leaving the conversion and retention to another team. In Agile, the lines are blurred
between these roles to accomplish an integrated approach to product marketing

27. A
C
A LEAKY FUNNEL
10%
80%
90%
10%
0%
0%
0%
10%
0%

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TWITTER EXAMPLEWhy fill a bucket with water if it will leak out of the home at the bottom?
From This:
Twitter faced a challenge in it’s early days:
Their most effective marketing tactic had
nothing to do with Marketing. They did not
use ads, PR or email campaigns – Twitter
focused on making users sticky
Their product had buzz and users were
signing up in droves, however the majority
never logged in again
To This:
Josh Elman (Twitter’s Growth Hacker) and
his team found one key insight:
When users manually selected five to ten
accounts to follow on their first day, the user
was significantly more likely to become a
recurring user

29. GROWTH MARKETING
QUESTIONS? GET IN TOUCH
Ahmad Iqbal
info@connectwithcoach.com
647-968-5067
C