Agile Marketing: How To Do it, and Do It
Download as PPTX, PDF1 like468 views
The document discusses agile marketing strategies, emphasizing flexibility, customer engagement, and rapid testing to adapt to changing market conditions, illustrated by the success of the Obama campaign and the Flip camera. It highlights the importance of measuring customer behavior over demographics and integrating product development with marketing. The author, Rohn Jay Miller, stresses a vision-driven approach and the value of iterative processes in achieving marketing goals.
Agile Marketing: How To Do it, and Do It
- 1. AGILE MARKETINGROHN JAY MILLERrohnjay@native-instinct.comUN SUMMIT 2 MAY 2011
- 2. ROHN JAY MILLERNATIVE INSTINCT
- 4. WE LIVE IN BETWEEN TIMESRECENT PASTNEAR FUTUREBig Bang LaunchStatic ContentLong media lead timesOne size fits allBroadcastingMonolithicRatingsIterative evolutionRich applicationsReal-timePersonalizedInteractiveMobileBig Data
- 5. CAMPAIGNS VS. PLATFORMSLinearReach + FrequencyDemographicsRegionalBroadcast flightsBrand or DirectIterativeEngaged + PersonalBehavioralTribes + Hyper-localContinuous ImprovementReputation + transaction
- 6. Thanks to:
- 9. LeanContinuous improvement –KaizanRapid prototyping + testing hypothesisMinimum *desirable* productCustomer engagement (and obsession)Metrics driven—what is the goal?Learn fast—don’t fail fast
- 10. Lean Start-upsContinuous customer interactionRevenue goals from day oneNo scaling until revenueAssume customer + features are *unknowns*Low burn rate by design, not crisisCredit: Farrah Bostic, How to Do Lean Planninghttp://www.slideshare.net/flbostic/how-to-do-lean-planning
- 11. The 2008 campaign of Barack Obama was a great example of Lean + Agile. The vision was “Change We Can Believe In,” and the ability of the Obama campaign to adapt to market conditions while remaining authentically true to their vision was what made him President.Well….that, and the Internet…
- 12. WHAT DOES THIS MEAN?Drive + measure customer engagementUse Agile in flexible channelsProjects work better at firstBe aware of legacy process—fight or flowOne meeting to listen + decideX-department / skill set teams succeedTrust is a strength, mistrust a barrier
- 13. “Plans are nothing, planning is everything.”Dwight D. Eisenhower
- 14. VISION STATEMENT
- 15. NOW WHAT?RESEARCH?(my answer: get out of the building! fast!)
- 16. GOODCAREFUL,THESE CAN BEGREAT—OR GREAT TRAPSLOOK HEREFIRSTFASTSLOWUSEWORDPRESSAND HIRE MEAVOID THESEBADPOSSIBLE WEBSITE IDEAS
- 17. STORIESWhois doing what for why?
- 18. CASE studyThe Flip Camera + Native Instinct
- 19. When we began working with Pure Digital on the Flip Camera the intended audience was parents of kids under 5. It would be a camera that would be easy to carry and use, and easy to upload.
- 20. But then it took off. All kinds of people began buying the Flip. Parents. College students. Bloggers. Butchers. Bakers. We began expanding communications into social media. Today the Flip camera has more “likes” on Facebook than Cisco.
- 21. We kept iterating with Pure Digital. The rise of the Flip was in symbiosis with the growth of You Tube. Native Instinct wrote the software for the “one-click upload” to You Tube. Is this marketing or product? Agile melds product and marketing, sez I.
- 22. We wanted to give people a place where the could put their family videos and invite only certain people to see. So we designed and build FlipShare.
- 23. We built an e-commerce site for the Flip in Drupal. 2 Million cameras in 2 years. Then we figured out how to allow people to put their own design on a Flip Camera, which made it their Flip. This also helped Pure Digital’s profit margins, since you could only get this on the e-commerce site.
- 24. The site was re-designed to account for different types of buyers based not on demographics—that wasn’t significant as it turned out—but instead based on behaviors. What role did the Flip play in helping you use video?
- 25. Pure Digital brought to market new lines of the Flip, which met different needs. We showed how each one fit into that customer’s story, which was a concept from Agile.
- 28. EXERCIZEThe City of Minneapolis has started a bike rental program called NICE RIDE MNBikes can be rented for $5 a day / $4.50 for 90 minutes, annually + annual student discountThe City wants the program to be self-funding and perhaps return enough profit to expand
- 29. EXERCIZEWhat are the hypothesis? How do we research them?What are the stories?What could our vision statement be?Given that, what would we build first?How would we build it? Who would do what?
- 30. THANK YOUROHNJAY@NATIVE-INSTINCT.COM@ROHNJAYMILLER +1 (612) 749-0803400 S. 4th Street, Suite 401-110Minneapolis, MN 55403 USA
Editor's Notes
- #5: On Demand, Real-Time Opt-In Ala Carte World
- #11: Lean UX is another idea---Get to work on the actual experience, rather than deliverables. Focus on building the real customer experience.
- #12: Joe Rospars. Asked “why are you for Barack Obama.” Thirty stories—everybody got aligned and then did what they could. You assumed people were committed, smart, and had good manners.
- #13: Online, Email and Direct Mail get quick responses and benefit from Agile more. Course correction from metrics and feedback needs to be the common goal. Problem with old process is it allows less talented people to check boxes. They can’t be found out as easily. But with Agile, work ethic and personal ethics come to the front fast.Legacy process sometimes can’t be fought. Regulated industries like finance or healthcare—we work with Wells Fargo and we just understand the ELR review is thereIt’s good with projects where “we don’t know what we don’t know.”
- #15: STORIES
- #30: How would we organize