Agile marketing - beyond it 2021
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This document discusses Agile Marketing and its key principles and processes. Agile Marketing uses self-organizing, cross-functional teams that work in frequent iterations to focus on delivering value to customers. It aims to drive growth through rapid feedback and emergent solutions. The process involves defining concepts, measuring performance through iterations of development, testing, and learning from launches. Agile Marketing prioritizes responding to change over rigid plans and values testing and data over opinions. It focuses on delivering customer value through collaboration, transparency, and frequent experiments.
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Agile marketing - beyond it 2021
- 4. Setting the Stage REASON WHY?
- 5. Agile Marketing is an âorganizational effectiveness strategy that uses self-organizing, cross-functional teams doing work in frequent iterations.â
- 6. Agile Marketing is an âorganizational effectiveness strategy that uses self-organizing, cross-functional teams doing work in frequent iterations.â
- 7. Agile Marketing âaims to drive growth by focusing team efforts on those that deliver value to the end-customer.â
- 8. AGENDA 1. Quotes 2. Definitions 3. PROCESS 4. COMPARISON 5. FACTS 6. MANIFESTO 7. TOOLS
- 9. No great marketing decisions have ever been made on quantitative data. John Sculley (Former CEO of Apple & Pepsi)
- 10. The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself. Peter Drucker (Management consultant, educator, and author)
- 12. AGILE MARKETING Agile marketing is a high-communication, low documentation, rapid iteration process designed to provide more frequent, more relevant and highly measurable marketing programs. Definition RAPID INTERACTION LOW DOCUMENTATION HIGH COMMUNICATION IDC, Agile Principles and Practices, 2010
- 13. AGILE MARKETING Elements WHERE SMALL, HIGHLY-COLLABORATIVE TEAMS WORK IN A SERIES OF SHORT CYCLES AN ITERATIVE AND ADAPTIVE PROCESS INCORPORATING RAPID FEEDBACK, TO DELIVER EMERGENT SOLUTIONS, EMPHASIZING TRANSPARENCY AMONG ALL STAKEHOLDERS.
- 14. AGILE MARKETING
- 15. Agile Marketing is NOT Exactly like Agile Software Development Following Scrum framework to the letter An excuse not to plan Going as fast as possible all the time A way to force teams to accept changes constantly
- 17. AGILE MARKETING Process CONCEPT & DEFINITION PERFORMANCE MEASUREMENT AGILE PUBLISHING AND MARKETING PROCESS ITERATION 1 ITERATION 2 ITERATION 3 Describe Develop Learn Test Launch Describe Develop Learn Test Launch Describe Develop Learn Test Launch CONCEPT REALIZATION PRODUCTION AND DEPLOYMENT § Define user interactions § Create product and look and feel § Test and launch § Benchmark performance § Analyze statistics § Measure ROI / Customer satisfaction § Identify target market, market size and customer needs § Assess competition § Select technology
- 18. Voiced through âstakeholder storiesâ written in plain text. CUSTOMER DRIVEN 2-week sprints Measure regularly and often ITERATIVE & ACCOUNTABLE Focus on VOC (Voice of the Customer) By product owner & empowered scrum master. FLEXIBLE & CREATIVE SCRUM TEAM AGILE MARKETING Process
- 19. Voiced through âstakeholder storiesâ written in plain text. CUSTOMER DRIVEN 1-week iterations Measure regularly and often or continuously ITERATIVE & ACCOUNTABLE Focus on VOC (Voice of the Customer) By product owner & empowered agile team leader. FLEXIBLE & CREATIVE WAR ROOM TEAM AGILE MARKETING Process
- 20. AGILE MARKETING Process INTAKE Your Vision AUDIT Our Vision aRCHETYPES Consumer Vision experience Synthesis backlog Roadmap START PLANNING STRATEGY IMPLEMENTATION MEASURE TEST IMPROVE
- 23. AGILE MARKETING Conventional Marketing Process Vs The Agile Marketing Process BIG STRATEGY NEW BIG STRATEGY FOCUS GROUPS Tests with consumers / customers ADJUST BIG LAUNCH Campaign, Ad, Website, etc. MEASURE LITTLE STRATEGY ITERATION CYCLE Plan. Design. Launch. Measure INSIGHTS LITTLE STRATEGY ADJUST ITERATION CYCLE Plan. Design. Launch. Measure A. CONTINUE B. TRY STH. ELSE LEARNING CURVE MARKETING CONVENTIONAL PROCESS MARKETING AGILE PROCESS
- 24. RIGID PLANS (WATERFALL) AGILE ITERATIONS Traditionally, marketing management follows a well-structured stages plan like a quarterly or yearly marketing plan. PRODUCE DEPLOY REVIEW Agile software developers invented new adaptive management methodologies like Scrum or Kanban. 24h TIME-BOX SPRINT AGILE MARKETING Process
- 25. AGILE MARKETING Traditional Marketing Vs The Agile Marketing REAL-TIME FRESHCONTENT DAILY CREATIVE, REAL-TIME TRADITIONAL MARKETING THE AGILE MARKETING 6 MONTHS 2X PER YEAR RIGID FIXED EXECUTIONS EXECUTION CADENCE ASSETS TIME FRAME âARTIFACTâ IMAGES, VIDEOS, TAGLINES
- 27. AGILE MARKETING Manifesto RESPONDING TO CHANGE over FOLLOWING A PLAN TESTING &DATA over OPINIONS & CONVENTIONS INDIVIDUALS & INTERACTIONS over TARGET MARKETS RAPID ITERATIONS over BIG CAMPAIGNS MANY SMALL EXPERIMENTS over A FEW LARGE BETS COLLABORATION over SILOS & HIERARCHY www.agilemarketingmanifesto.org
- 29. AGILE MARKETING Focus on the Customer CUSTOMER FIRST CONSUMER- CENTRIC CONSUMER RELEVANT PERSONALIZED AND RESPONSIVE FEEDBACK- DRIVENMARKETING TACTICS
- 31. AGILE MARKETING Top Ten Reasons to Implement Agile Marketing The velocity of marketing is increased over time to further productivity. PRODUCTIVITY Honest and clear information is communicated to help customers make buying decisions. COSTURMER SATIFACTION Marketing teams are closely engaged with customers in an honest and candid relationship. TRANSPARENCY Prioritizing companyâs needs, continuing successful marketing measures, increasing customer satisfaction all lead to increased competitiveness. COMPETITIVENESS Stakeholders prioritize requests and see how resources can be best deployed. PRIORITIZATION Transparency allows improved communication with management, sales and development. Also, improved teamwork helps overcome obstacles. INTERNAL COMMUNICATION Communicating contribution, measuring results and investing time in what works. MEASURABILITY Marketers who have a deep understanding of agile marketing are in high demand. GOOD FOR YOUR CAREER Set aside a portion of marketing resources anticipating change in order to be able to quickly adapt. ADAPTABILITY Sharing what youâre working on and talking through challenges is engaging and can be a great satisfaction. ITâS FUN!
- 32. AGILE MARKETING Spectrum PR / CONTENT MARKETING WHITE PAPERS SALES / DISTRIBUTION CHANNEL TRAINING WEB / SOCIAL MEDIA MOBILE â EMAIL METRICS ADVERTISING & PROMOTION EVENTS / LEAD GENERATION SUPPLY CHAIN / MANUFACTURING CUSTOMER SERVICE & SUPPORT PACKAGING MERCHANDISING FINANCE / HR OPERATIONS PRODUCT MANAGEMENT RESEARCH DEVELOPMENT ROADMAPS
- 39. 1. The Vision - Marketing Owner should articulate a vision of how the product will be marketed. The Marketing Owner should also publish a one-page summary each quarter of marketing âthemesâ. 2. Setting Priorities - Whether your team is practicing Kanban, Scrum or a combination of both, someone needs to set the priorities. This responsibility falls to the Marketing Owner. 3. Allocating Respources - The Marketing owner allocates resources â cross teams - to ensure that the work gets done efficiently, without bottlenecks. Marketing Owner Responsibilities
- 42. AGILE MARKETING Stakeholder Story Template PRIO STAKEHOLDER STORY SUCCESS CRITERIA OWNER POINTS & STATUS 1 A specific description of a task from the stakeholder perspective. Should start with âAs a _______ (stakeholder), I want to ______ (task), so that ______ (desired result).â List specific activities, if story becomes too large, consider ways you could break it up. Ensure dependencies are noted. Measureable results. What defines âdoneâ? (like prototype launched) Name How difficult is this task? Velocity & points get refined over time. 2 A specific description of a task from the stakeholder perspective. Measureable results. Name Difficult points
- 43. AGILE MARKETING www.wheretoplay.co This work is licensed under Creative Commons Attribution- NonCommercial- ShareAlike 4.0 International license. DATE NAME THE MARKET OPPORTUNITY NAVIGATOR MARKET OPPORTUNITY SET ATTRACTIVENESS MAP QUICK WIN market opportunity = any combination of application + customer Use sticky-notesâą to represent each market opportunity GOLD MINE PLACE IN STORAGE KEEP OPEN PURSUE NOW QUESTIONABLE MOON SHOT POTENTIAL CHALLENGE AGILE FOCUS DARTBOARD Use Worksheet 1 to identify potential market opportunities, and place them in the set Use Worksheet 2 to evaluate the atractiveness of each market opportunity, and place each one on the map Use Worksheet 3 to design your Agile Focus strategy, and mark it on the dartboard Low Mid High Super High Super High High Mid Low 3 2 1
- 46. Real World
- 48. THE REAL WORLD DOESNâT REWARD PERFECTIONISTS. IT REWARD PEOPLE WHO GET THINGS DONE. EXPERIENCES
- 49. Marketing War Room âą The concept of the War Rooms is an mashup of concepts: â Discovery/Delivery Tracks â Extended Team (see Lean UX) â Value Stream Map this is only an example taken from many experiences
- 66. Thanks Thanks
- 71. TEAMS