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