Agile marketing techniques can meet the ‘always on, always connected’ need for unprecedented speed and flexibility. Hear how agile marketing allows agencies and brands to work more collaboratively on their marketing campaigns; and how to use metrics to learn and adapt, instead of 12-month plans.
25. Checklist 1/2
- Do you have a clear marketing goal? i.e. an
outcome not an output
- Do you have a clear owner of the project and
budget who can make decisions on the spot?
- Is your agency set-up for Agile Marketing
- Can you and your agency enter a relationship of
trust?
26. Checklist 2/2
- Are you comfortable with defining high level
specs and vary depth of implementation as the
project evolves?
- Are you ready to fail a little if the rewards are
greater?
- You will need some training even if you know
about agile
31. Sohowdoyoustart?
Implementing Agile is a journey that everyone in your
company needs to go on
Cultural change needs buy in from all levels
Start small and gain momentum
Examples of where we started:
Setting expectations of working hours
Moving away from working in Silos
Team Time
39. The Art of Agile Marketing
Username: Loft
Password: ivyclub4
@BIMA #BIMAagile
Jim Bowes| Manifesto | @jimbowes
Guillaume Buat-Menardf | Aqueduct | @Theg
Joanne Ralfe, Director | Espoleta | @joralfe
Leanne Page | MSLGROUP | @inspiredagile
Hinweis der Redaktion
X
X
X
X
X
X
1 Validated learning over opinions and conventions
2 Customer focused collaboration over silos and hierarchy
3 Adaptive and iterative campaigns over Big-Bang campaigns
4 The process of customer discovery over static prediction
5 Flexible vs. rigid planning
6 Responding to change over following a plan
7 Many small experiments over a few large bets
1 Validated learning over opinions and conventions
2 Customer focused collaboration over silos and hierarchy
3 Adaptive and iterative campaigns over Big-Bang campaigns
4 The process of customer discovery over static prediction
5 Flexible vs. rigid planning
6 Responding to change over following a plan
7 Many small experiments over a few large bets
X
Been doing agile in agencies since 2009
Done it in production but also helped clients understand it and train them (Diageo, Lloyd’s, Ofgem, FA, Premier League)
Helped agencies with agile transformation: Aqueduct, Melon, TMW
- Fixed budgets with attached deliverables rather than goals (outputs not outcomes)
- Individual rather than team incentives/bonuses
- Hierarchal organisation rather than team/network based structure
- A distrust of the agency from the client (they will charge me for meeting biscuits etc)
- A distrust of the client from the agency (they have more money than they say they have)
- Work is traditionally bound by a strict contract: which as a results pushes the agency to deliver as little as possible and the client to ask for as much as possible.
- What are the goals of the campaign?
- Are we really measuring against that, can we even measure it?
- Are we doing this to spend the budget that's left?
- What are the goals of the campaign?
- Are we really measuring against that, can we even measure it?
- Are we doing this to spend the budget that's left?
- Lack of knowledge of content of project (but we need something live by X date)
- No time to define detailed specification
- Somebody else tried and couldn't do it can you rescue the project
Need the will to do commit
Project is not a budget spending exercise
Real value to outcomes
Need the will to do commit
Project is not a budget spending exercise
Real value to outcomes