The New Marketing Manifesto: Modern Marketing in an Agile World
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The famed management guru Peter Drucker said it best, “Business has only two functions — marketing and innovation.” We are in the midst of a marketing revolution that has the potential to position the chief marketing officer alongside the chief product officer as the two primary drivers of the business. This revolution is founded on a groundswell of marketing and social technology innovation that is enabling the business to understand their customer like never before. Following this, marketers are more able to deliver the right messages via the right channel at the right time to the right customer. Doing so with point solutions has delivered tremendous business value and competitive advantage. This in turn has provided marketers with much more credibility and has initiated a conversation about what might be possible if we could tie these point solutions together as part of an integrated marketing platform. Clearly the impact would be multiplicative rather than additive. That’s what’s behind the vision of an integrated marketing platform and what has fueled a tsunami of investment in marketing technology companies. In reality, however, there’s a massive chasm between the above vision and what’s possible today. In fact, the marketing technology landscape is overwhelmingly complex and fragmented. While there are powerful point solutions, they do not integrate well. So, how can marketers deliver on the vision that they’ve helped create? The answer is emerging from an unexpected place, software development. In fact, the title of this book, The New Marketing Manifesto, refers to the Agile Manifesto - a declaration by a group of influential developers who have effectively revolutionized the way that software development is done today. And it turns out that their approach is so powerful that it’s now influencing the rest of the business. The biggest impact will be in the marketing organization because chief marketing officers are now managing as much technology as chief technology officers. What’s more, chief marketing officers need to adjust the way that marketing is done to reflect changes in development. This book is for marketing leaders who are attempting to modernize their marketing practices -and the platforms that support them- so that they can partner with the chief product officer to innovate, drive the business, and establish competitive advantage. It’s also for marketers who recognize a unique opportunity to position marketing as the “steward” not just of the brand but of customer experience across the board.
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The New Marketing Manifesto: Modern Marketing in an Agile World
- 1. THE NEW MARKETING MANIFESTO - Modern Marketing in an Agile World - Roland Smart @rsmartly
- 2. About Me & Oracle VP of Social & Community Marketing Oracle, Corporate Communications Based in Bay Area w/ a global program Blog @ rolandsmart.com @rsmartly Oracle Corporation Headquartered in Redwood Shores, CA 120,000+ employees Now a marketing technology company 9.3 Billion Q3 total revenues @rsmartly 2
- 3. “Because the purpose of business is to create a customer the business enterprise has two–and only two–basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs. Marketing is the distinguishing unique function of the business.” - Peter Drucker First, some inspiration @rsmartly 3
- 4. Technological innovation is empowering marketers @rsmartly 4 Digital Body Language Enables marketers to deliver: - the right message - via the right channel - at the right time - to the right customer
- 5. We need an integrated marketing platform Responding to Digital Body Language requires a platform to deliver personalization at scale: The integrated marketing platform is one that includes an established framework for integrating discrete technologies and a consistent approach to data management, aggregation, and intelligence. @rsmartly 5
- 6. But, there’s a chasm! @rsmartly 6 We are here We sold the vision …. Now how do we build it?
- 7. The answer is coming from an unexpected place … @rsmartly 7 The authors of the Agile Manifesto (and developers at large)
- 8. What is this Agile you speak of? Waterfall attempts to “predict” the future Agile “adapts” to change @rsmartly 8
- 9. The traditional approach won’t work @rsmartly 9 - too rigid - too long to validation - too expensive to change - too high risk
- 10. Waterfall vs Agile @rsmartly 10 Waterfall Agile discover design develop test discover design develop test discover design develop test discover design develop test - release quickly - validate quickly - learn quickly
- 11. Agile in practice – marketing automation @rsmartly 11 Release 1 Release 2 Release 3
- 12. Three simple truths (that developers know) It is impossible to gather all the requirements at the beginning of a project. Whatever requirements you do gather are guaranteed to change. There will always be more to do than time and money will allow. @rsmartly 12
- 13. The Agile Marketing Manifesto So we must adapt the Agile Manifesto for marketing … 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 + 10 Principles Visit: agilemarketingmanifesto.com @rsmartly 13
- 14. Agile can help align the c-suite @rsmartly 14 Technology Manage Is Changing - More technology is being managed by CMOs and other lines-of-business - And there is collaboration on technology in general - Collaboration is facilitated by shared practices But Agile is not the whole answer …
- 15. Going beyond Agile @rsmartly 15 Agile has limits - it’s responsive not strategic - it’s micro not macro - it’s focused on near-term not long-term Thus, the CMO and CPO must reconcile Agile with a strategic practice.
- 16. When the CMO and the CPO align with Agile Agile Feedback (aligns to) Strategic Feedback = Community driven innovation = Community driven marketing @rsmartly 16
- 17. When the CMO and the CPO align with Agile Product Management (aligns to) Marketing = Stronger culture = Less silos @rsmartly 17
- 18. When the CMO and the CPO align with Agile Product UX (aligns to) Marketing UX = Consistent UX = Baked-In Brewed-In Marketing @rsmartly 18
- 19. “Culture eats strategy for breakfast” - Peter Drucker When the CMO and the CPO align with Agile @rsmartly 19 Culture becomes your competitive advantage (features are easy to replicate, culture is hard)
- 20. In summary marketing modernization is about … @rsmartly 20 1. Implementing the principles associated with the Agile Marketing Manifesto 2. Creating discrete marketing services that add value to the customer experience database (e.g. Digital Body Language). 3. Integrating with other organizations in an Agile fashion (e.g. fostering an Agile transformation) to enrich the customer experience database. 4. Looking for opportunistic ways to integrate marketing into the product or service. 5. Acting as a steward of overall customer experience (e.g. leveraging the customer experience database to deliver the right message to the right person and the right time via the right channel).
- 21. How to get started Agile 1. Post the Agile Marketing Manifesto in your office 2. Learn more about Agile methods (e.g. Scrum and Kanban) 3. Meet with your internal Agile experts for support 4. Pick a small project to take on with Agile 5. Buy my book (when it comes out :-) @rsmartly 21
Notas del editor
- Present some ideas based on my book. Share the thesis about what’s driving change in the marketer’s world It’s a work in progress so I look forward to questions and comments HUMLE / NO UMS / You Knows …..
- Joined Oracle by way of Involver – social technology company I’ve spent most of my career at startups Responsible for OTN and some social programs Implementing acquired marketing stack inside Oracle Part of a cohort modernizing Oracle – a very complex task I’m happy discuss that at the end of my presentation if you have questions
- Peter Drucker said it best, “Business has only two functions — marketing and innovation.” We are in the midst of a marketing revolution that has the potential to position the chief marketing officer alongside the chief product officer as the two primary drivers of the business. Both of those roles have experienced a lot of change CPOs have moved from marketing to CTO to C-Suite Marketers have taken over the web and transactional sales via the web which gives Topline access
- This revolution is founded on a groundswell of marketing and social technology innovation that is enabling the business to understand their customer like never before. Steve Woods the CTO and co-founder of Eloqua – coined the term Digital Body Language Following this, marketers are more able to deliver the right messages via the right channel at the right time to the right customer.
- In order to do that we need an integrated platform Not single interface What is an integrated marketing platform Foundation tech + discrete technologies on top We’ve shown that with point solutions has delivered tremendous business value and competitive advantage with technology This in turn has provided marketers with much more credibility and has initiated a conversation about what might be possible if we could tie these point solutions together as part of an integrated marketing platform. Clearly the impact would be multiplicative rather than additive. That’s what’s behind the vision of an integrated marketing platform and what has fueled a tsunami of investment in marketing technology companies. Marketing modernization movement.
- But there’s a problem … there’s a massive chasm between the above vision and what’s possible today. In fact, the marketing technology landscape is overwhelmingly complex and fragmented. While there are powerful point solutions, they do not integrate well. Most marketers are just starting the modernization process when it comes to platform and practices. Innovative companies are leading the charge but we’re not in the main stream So, how can marketers deliver on the vision that they’ve helped create?
- The answer is emerging from an unexpected place, development. In fact, the title of this book, The New Marketing Manifesto, refers to the Agile Manifesto - a declaration by a group of influential developers who have effectively revolutionized the way that software development is done today. And it turns out that their approach is so powerful that it’s now influencing the rest of the business.
- So what is Agile development? It’s an alternative to the traditional approach which is known as Waterfall Waterfall is the traditional approach that attempts to predict where things will be ….. Agile does not attempt to predict the future, rather it iterates on marketing programs at a regular cadence and pivots as necessary to address change In the face of rapidly evolving marketplaces, customer expectations, and an increased rate of innovation in general Agile is a more suitable approach
- Some other reasons why Waterfall is not the path forward: It’s if the thing that you’re building is a building …. Imagine building half a building and then finding out that you need to make a change, the cost of change with waterfall get’s exponentially greater the further into the project you get. Agile is optimized to embrace change and limits the cost of change. This is important for marketers because we are embarking on a big renovation project …. It’s our marketing platform. chief marketing officers are now managing as much technology as chief technology officers. Building an integrated marketing platform is a huge and complex project in an evolving landscape. Agile is a better fit here.
- What’s interesting is that Waterfall and Agile have all the same phases in them. Though they approach these phases differently. The both include research or discovery which outputs requirements They both have design and development and testing. The difference is that Waterfall approaches these in a linear fashion and in a single pass where Agile repeats each phase iteratively while it releases small bits of functionality. This means that Agile will release a basic version of your marketing program more quickly That will help you validate the efficacy of your program while learning how to make it better. And this approach work in sync with how products and services are developed and distributed with Agile. I BELIEVER that marketing needs to follow the drumbeat set by development and product management. That’s their role in the band so to speak.
- You could imagine how this might be applied in the context of marketing automation But this has broad applicability for any campaign that can be transformed into a program It’s even possible to bring this into your prototyping and research process. Advertising this might involve iterating on your ads and landing pages Retail having test store locations Or test packaging deployments in small but representative markets Testing messaging on 3rd party publishing platforms Once you get started with Agile you’ll start using it everywhere ….
- Agile assumes simple truths It’s a great way to prioritize because your team has limited bandwidth. If you want more bandwidth you have to invest more Pull based …. Out of backlog in a transparent way …. If you want to focus on a new initiative you’ll have to decide which initiative will get bumped from the process. Agile methods make this VERY transparent which means that it tends to prevent distractions and fire drills
- But Agile was written for developers not marketers. It’s very software centric … so some smart marketers have adapted it for the marketing context Same format A lot of what I’ve already discusses is reflected in these values Don’t rely on best practices to build your marketing automation design up front. Adaptive campaign over big bang campaigns … if product management releases once a month so should you This reduces risk because Big-Bang campaigns can’t turn into Big-Flops. It assumes that failing is critical to support learning. I won’t go through all these here
- It’s likely that there is already an Agile practice in place at your company. they’ve already tailored an Agile method to your company culture Building relationships is important because the folks managing technology in the enterprise is evolving … towards CMOs and LOBs in general Tech crosses LOBs Among other ideas, you can take the opportunity to sit in on the actual day-to-day work sessions of an agile team, so you can learn first-hand the ins-and-outs of how they make decisions, get stuff done, and do the constant measuring and many small cuts that I mentioned earlier. All that said, you should not think of Agile as a holistic answer to all your management challenges …. Agile helps facilitate collaboration Story about Oracle community platform
- Here’s an example of where you’ll have to align beyond Agile. Agile thrives on feedback but it’s not optimized to receive all kinds of feedback. It’s focused on immediate feedback …. Rather than on strategic feedback. This graph demonstrates that direct user feedback comes in constantly whereas strategic feedback for customer, partners, retailers come in perhaps at a quarterly cadence. So the CMO and CPO need to reconcile strategic feedback with immediate feedback … and that happens with more traditional strategy practices such as scenario planning or experience mapping. Tell the involver story about Facebook apps
- When aligned the CMO and CPO can transform feedback into innovation while giving the user community a sense of ownership in the product or service Conversely there will be new opportunities created to leverage the community to serve as a platform to drive your products and services into the market The Oracle ACE program
- Alignment also leads to the development of a shared and they by stronger culture This has the effect of knocking down silos. There’s a section in my book where I talk about how Statoil has brought Agile into their budgeting process … as fascinating topic that deserves it’s own presentation
- UX teams are a great place to start alignment They speak the same language They can share a brand architecture and guidelines to make the UX consistent And they can bake-marketing into the product Snapshot story Customers influence the product packaging Involver story? Sharing on your behalf Vs Upsell opportunities
- Culture eats strategy for breakfast Culture is your competitive advantage … Agile can be the substrate on which you build a shared culture about listening to customers and driving their feedback into the product
- I believe that if marketers can modernize their practices and platforms that stand a chance to be not just the stewards of the brand but of the entire customer experience.