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BIMA Breakfast Briefing | The Art of Agile Marketing

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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.

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. 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. 2. BIMA Breakfast – The Art of Agile Marketing JIM BOWES @jimbowes | @manifestovstech
  3. 3. PostWarJapan
  4. 4. Lean manufacturing
  5. 5. So what is Agile?
  6. 6. AgileManifesto
  7. 7. Computer industry
  8. 8. AgileMarketingManifesto 1/2
  9. 9. AgileMarketingManifesto 2/2
  10. 10. Marketing industry
  11. 11. Is there a decision to make?
  12. 12. Questions? @jimbowes @manifestovstech
  13. 13. Agile Marketing Guillaume Buat-Ménard CTO Aqueduct.co.uk @theg
  14. 14. agile /ˈadʒʌɪl/ adjective able to move quickly and easily
  15. 15. The way most organisations are set-up doesn’t lend itself to being agile
  16. 16. There is rarely trust between agencies and brands
  17. 17. Commercial relationships are based on time and scope rather than results
  18. 18. Marketing goals are not always clearly defined, agencies tend to be given outputs not outcomes
  19. 19. Too often agile methodologies are used in times of need rather than as an informed choice
  20. 20. Agile Marketing is not for everyone and not for every project
  21. 21. Everybody likes a good checklist so here is mine
  22. 22. 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?
  23. 23. 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
  24. 24. Thank You Guillaume Buat-Ménard CTO Aqueduct.co.uk @theg
  25. 25. JoanneRalfe EspoletaProductions
  26. 26. MakingMadMenmoreAgile It's all about the cultural change
  27. 27. TRaditionalAgencyvsStartups Start Ups Flat structure Co-Location Vision and purpose Little or no defined process Traditional Agencies Hierarchy Spatial Divide Fragmented leadership Process heavy
  28. 28. 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
  29. 29. Agileisacultural investmentaswellasa process.
  30. 30. NEGOTIATE THE LEARNING CURVE
  31. 31. FIND THE BALANCE BETWEEN DATA AND CREATIVE IDEALS
  32. 32. CREATE A FRAMEWORK AND SET THE RYTHMN
  33. 33. COLLABORATION FRAMEWORK EDUCATE & RESTORE BENEFITS 5USTAIN PLAN & DESIGN TRANSITION a SUPPORT NEW WORKFLOW/ROLLOUT
  34. 34. CONTACT Leanne Page Senior Digital Project Manager and Speaker Digital Ambassador- MSL Group Leanne.page@mslgroup.com @Inspiredagile
  35. 35. 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

Notas do Editor

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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
  • X
  • 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


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