BIMA Breakfast Briefing | The Art of Agile Marketing
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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.
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BIMA Breakfast Briefing | The Art of Agile Marketing
- 1. 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
- 2. BIMA Breakfast – The Art of Agile Marketing JIM BOWES @jimbowes | @manifestovstech
- 3. PostWarJapan
- 6. So what is Agile?
- 14. Is there a decision to make?
- 17. agile /ˈadʒʌɪl/ adjective able to move quickly and easily
- 18. The way most organisations are set-up doesn’t lend itself to being agile
- 19. There is rarely trust between agencies and brands
- 20. Commercial relationships are based on time and scope rather than results
- 21. Marketing goals are not always clearly defined, agencies tend to be given outputs not outcomes
- 22. Too often agile methodologies are used in times of need rather than as an informed choice
- 23. Agile Marketing is not for everyone and not for every project
- 24. Everybody likes a good checklist so here is mine
- 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
- 29. MakingMadMenmoreAgile It's all about the cultural change
- 30. TRaditionalAgencyvsStartups Start Ups Flat structure Co-Location Vision and purpose Little or no defined process Traditional Agencies Hierarchy Spatial Divide Fragmented leadership Process heavy
- 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
- 34. NEGOTIATE THE LEARNING CURVE
- 35. FIND THE BALANCE BETWEEN DATA AND CREATIVE IDEALS
- 36. CREATE A FRAMEWORK AND SET THE RYTHMN
- 37. COLLABORATION FRAMEWORK EDUCATE & RESTORE BENEFITS 5USTAIN PLAN & DESIGN TRANSITION a SUPPORT NEW WORKFLOW/ROLLOUT
- 38. CONTACT Leanne Page Senior Digital Project Manager and Speaker Digital Ambassador- MSL Group Leanne.page@mslgroup.com @Inspiredagile
- 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
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- 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
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- 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