charlotte ama: market 2016 technology & agile marketing
TRANSCRIPT
Market 2016: Technology & Agile Marketing
Charlotte AMA May 26, 2016
Russ Lange, Founding Partner, CMG Roland Smart, VP Community Marketing,
Oracle
Traditional Marketing
Agile Marketing
The difference hinges on this statement
As a person, I am seeking to do /understand / achieve something, so that I can .....
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Which is a key representation of Agile Marketing Agile Marketing is an organization’s commitment to prioritize the creation and delivery of value to people (e.g. customers) above all else.
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Agile Marketing: inspired by the software industry
DRAFTMarketing usually operates from the business’ perspective
“How do we grow the business?”
• “We need to grow bank revenues by x% in y% months”
• “In order to do this, we will increase new customers for our wealth management group by xy#”
• “In order to sign up xy# new customers, we’ll send xy# direct mail pieces, and seek xy% conversion”
• Agency work stream
• Internal team work stream
• Legal/compliance, etc. work stream
Direct mail piece created and sent
Goal = revenues
Strategy: new customers
Tactic: direct mail Execution Result
DRAFTBeing agile marketers changes our perspective to that of our customer.
“As a customer, I want … so that I can …” “I’m 42 and would like to retire one day.”
“I don’t know if I’m saving enough for retirement.”
“My 401K is a black box, and I have no idea if I’m making the right moves.”
Sprint 1: customer input for a savings forecaster toolSprint 2: savings forecaster scenario tool: build Sprint 3: launch/test tool with beta group, adjust with inputs Sprint 4: test/launch/test comms with user inputs Sprint 5: customer input for tying tool to automated saving
“I’m saving and investing more because knew I was taking the right steps.”
Goal = retirement
Unmet need = savings
Gap = DIY information
Execution* Result
*Execution is iterative and flexible, and designed around the user’s immediate need (information) toward deeper need = savings, toward deeper goal = retirement
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Being Agile is: Creating value for customers that accrues value for your company
1. Adaptive & Iterative campaigns over big bets2. Many small experiments3. Adjusting based on what you learn
Busin
ess
valu
e
1
Time
2
3
4
5
3
Agile
Traditional
Being Agile:
Cust
omer
Va
lue
Busin
ess V
alue
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Stella wants to buy an electric car…
Stel
la’s
Leve
l of
Expe
ctat
ion
Customer Desire/Want/Need
Value Electric Car Company Delivers
Awareness Consideration
Evaluation Purchase Loyalty
Value Gap to Close
No Gap Expectati
on ExceededValue
Gap
Value Gap
High
Low
Stella’s Buying Journey for an Electric Car
Value CompetitorsDeliver
Value created through the emotional and rational things that matter to your customer and delivered via the product, service, experience, pricing, etc.
To help Stella and start being agile, we 1st change hats
And recast our views and goals from Stella’s perspective, starting with:• What do our customers actually look like, what are their personas?• How do our customers make their buying decisions, what is their
buying journey?• What are they attempting to do, what are their stories?
Team Compa
nyTeam Stella
DRAFTHow do we put their perspective in context?
• Which customers should we focus on/prioritize to achieve our business goals?
• What are their personas?• What value (benefits) do we
create and deliver to these customers?
• What needs do they have?
• What problem am I trying to solve?
• How do I buy or use a product or service to solve my problem?
• What am I trying to do as I become aware of, evaluate, buy and continue to use potential solutions?
• What is my experience like? Where am I satisfied or not?
• What do I need at each stage in my journey as a person (user) seeking to solve my problem?
• What information/help/support do I need along my journey? Why?
• What’s the best way, that I know of, to get help as I move through my journey?
Customer Personas Buying Journey
Who Am I?What do I do over time and why?
At any one time, what am I wanting, needing or trying to do??
Business Strategy
Which customers should we target?
Our knowledge, beliefs and estimates of our customers and their behaviors are informed sources
of user stories.
2nd, Prioritize User Stories based on Value and EffortTo create a prioritized backlog of our work initiatives
Priority User Story Size of Value Create
Level of Effort
Very High As a new buyer of an electric car, I want to easily find a leasing option that fits my needs.
Large Medium
High As a new buyer of an electric car, I want to be able to arrange its delivery time to my home.
Medium Low
Medium As a person wanting an electric car, I want to quickly know what options I have
Medium Medium
1. 2. 3.
4.
5.
Title: Priority: Size:Owner:
User Story:
As a <<target customer/persona>>, I want or need to <<do something>> so that I can <<expected benefit/ value>>.
Acceptance Criteria:
Expected Business Benefit:
User Story #:
Sprint Period:
Title: Priority: Size:Owner:
User Story:
As a <<target customer/persona>>, I want or need to <<do something>> so that I can <<expected benefit/ value>>.
Acceptance Criteria:
Expected Business Benefit:
User Story #:
Sprint Period:
Title: Priority: Size:Owner:
User Story:
As a <<target customer/persona>>, I want or need to <<do something>> so that I can <<expected benefit/ value>>.
Acceptance Criteria:
Expected Business Benefit:
User Story #:
Sprint Period:
3rd: Execute short, iterative learning cycles with priorities synched to customers’ needs & value desires:
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Agile Marketers experience early and lasting benefits
ClientCommercial Performance
Global Internet Media Company
Operational PerformanceNorth America Telecom
Team PerformanceSaaS Tech Company
Challenge Missed commercial objectives. Lengthy go-to-market cycles Marketing team reactive,
order takers, not strategicTime Frame 3 months 4 months 6 months
Results
“Within 90 days, we turned around business performance. Empowered teams felt more engaged and ‘had
each other’s back.”
“The A4M pilot accelerated time to market by 5 months, reducing time to
first sale. We were in the strongest pipeline position going into Q4 with
several new sales reps with opportunities.”
“We’ve embraced a lot of additional responsibility. We drive
differently than we would otherwise. Agile forces us to look at the business purpose of what
we’re doing. It’s made us smarter.
127%Of goal achieved
23%Efficiency
31%Team Satisfaction
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DRAFTTime and fortitude fosters an agile organization
Learning Operational Innovative Fully EngagedLearning and adapting; managing through mindset change.
Strong operational effectiveness and efficiency.
Making it your own and being innovative with the tools
Coordinated teams manage risk and fiduciary responsibilities.
• Clear team charters• Solidified teams• Strong customer-driven
backlogs• Learning & Improving
• Greater efficiency in how teams work; stronger learning and iteration
• Skills Transfer• More well-rounded
team members• Agile is full internalized• More efficient business
operations.• Teams achieving goals
Leve
l of A
dopt
ion
Stage of Adoption
Adoption Journey
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Being Agile Marketers – Our MindsetsWe are customer focusedWe create valueWe experiment & learnWe break things, and that’s ok
We are collaborative
We are empoweredWe are transparent
Stay Calm, Be Agile
and Create Value
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Being Agile – The Methodology
Focus on what’s importantto our customer
Small, Cross Functional Teams
Disciplined Process,Short Cycles to Learn, Improve Value Creation
Data Driven
Communicate
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80% 20%Mindset Methodology
DRAFTRecap: Agile for Marketing What makes it work?
4.Rapid Learning Cycles
5.Active management
6.Create value
1.Focus on Customers
2.Empowered teams
3.Solve problems, not tasks @cmgpartners