Marketing is becoming a technology-powered discipline, from the front-facing technologies we use to engage with prospects and customers in a digital world to the back-office technologies we use for a new generation of marketing operations.
These technologies have tremendous potential to increase marketing's capabilities and value to the organization — but they require us to embrace technology strategy and management as a more integral part of the marketing function.
This slide deck will give you an overview of these new dynamics and help you forge a plan for moving forward in this brave, new world.
12. 70%
…of marketers
feel that the
marketing
function will
fundamentally
change over the
next 5 years.
Accenture Interactive: Turbulence for the CMO report 2013
37. Develop marketing staff who think
like “product owners” more than
marketing managers. A “product”
might be anything that customers
interact with — for instance, a
website.
— Interview with Ray Valez
CTO of Razorfish
Author of Converge
http://chiefmartec.com/2013/09/front-row-merging-marketing-technology/
54. “I feel more like a CIO than a CMO! I have marketing
automation, CRM, listening platforms—I’m up to my
eyeballs in technology.”
55.
56. Migration from
old to new
Large market
Cloud
Computing
Migration from
IT to SaaS
Trackable
Medium
Measurable ROI
Disruptive
Innovation
Opportunity for
new players
Software
Economics
Low cost,
high margin
Relatively easy
to sell
Low barriers to
entry
New Ventures
Marketing
Spend
68. We want marketers who are also
techy-savvy (and vice versa).
Marketing technologists.
Growth hackers.
Digital strategists.
Marketing operations.
Data scientists.
Marketing nerds.
80. Traditional marketing
management followed a
relatively well-structured,
staged yearly plan.
Plan
Produce
Deploy
This is known as
waterfall project
management.
Review
It’s a predictive approach to management.
83. Agile marketing is an approach
for adaptive marketing
management.
Derived from
agile software
development
methodologies
such as Scrum
and Kanban.
84. The elements of agile marketing:
Team
Process
Artifacts
Philosophy
85.
86. This is your backlog.
Update Backlog
1
2
5
9
Write down tasks or “stories
along the buyer’s journey.”
3
6
7
10
11
Prioritize them.
4
8
87. This is your task board.
Sprint Planning
To Do
1
2
3
4
5
6
7
8
9
10
11
1
4
2
In Progress
5
3
The team takes a set of tasks—in order—that
they will commit to completing in this sprint.
Done
88. Sprint
During the sprint,
team members
take on tasks in
order of priority.
Work “in progress”
is easy to see.
Kanban limits work in progress.
To Do
In Progress
Done
89. Sprint
1 day
Every day, the team
meets for a 15-minute
stand-up.
Each person on the team
answers three questions:
Daily
Stand-up
1. What did I do yesterday?
2. What am I going to do today?
3. Are there any impediments
holding me back?
90. Sprint Review
To Do
In Progress
Done
At the end of the sprint,
the team conducts a
review of the work
completed.
This is a good time to
demo and report on
progress to management.
Often inspires new tasks to
be added to the backlog.
91. Sprint Retrospective
The team also does a
retrospective meeting — not
about the work, but about the
process and their interactions:
What went well?
What could have been better?
What should we try next time?
93. Agile marketing isn’t
about working
faster.
One Long Cycle
vs.
Multiple Short Cycles
It’s working in a
more incremental
and iterative
fashion — to have
more flexibility to
adapt to feedback
and changes.