Ta kontakt med oss

MARKNADSFÖRING

At the last responsible moment

Publicerad

At the last responsible moment

The following is a selection from the e-book “MarTech’s agile marketing for leaders.” Please click the button below to download the full e-book.

There’s a big misconception in agile marketing and that’s, “We’re agile—we don’t have to plan.” Well, that couldn’t be further from the truth. In fact, agile marketing involves even more planning than most traditional marketing, but there’s one key difference — you always plan at the last responsible moment.

Let’s say you want to take your dream vacation to Europe in two years. Now, what if I told you that today you needed to know where you were going to eat each day and what meals you were going to order at the restaurant. That seems pretty ridiculous, doesn’t it? Yet that’s the same mentality we’ve had in marketing planning for years — trying to know everything upfront.

Now, pretend that you actually did decide what restaurant you were going to eat at, what time and what meal. Wow, you’re really on top of your game! But guess what — two years goes by and more than half of the restaurants you chose aren’t even in business anymore! Could your marketing plan also be irrelevant if it’s too detailed too soon? Absolutely.

Let’s dive into the idea of planning at the “last responsible moment.”


Diagram of ‘Last Responsible Moment’ planning

Quarterly planning across all teams

If you’ve been doing annual planning, the first step in agile marketing planning is to move towards quarterly planning. A year ahead is just too far into the future and your efforts may be a big waste of time. Some companies work off of an annual budget, so if you can’t change that at this point, see if you can at least move from specific deliverables to “buckets” of types of work for funding approval.

Read next: 7 leadership behaviors for marketing agility

There are three key deliverables that should come out of quarterly planning: Wildly Important Goals (WIGs), a marketing roadmap and an initiatives backlog. These are all items that should span the entire marketing department and encompass all teams.

A key thing to remember is that planning needs to be collaborative. At this point, marketing leads, strategists and product owners, along with stakeholders, should be involved.

Wildly Important Goals (WIGs)

Setting Wildly Important Goals (WIGs) across all of marketing is what aligns everyone to a common mission. This should be one, maybe two things that everyone can rally around and it impacts the entire marketing department. These are the key things that everyone believes must happen in the coming quarter to consider it a success.

Some examples are:

  • “Promote the opening of our new hospital to residents in the surrounding community.”
  • “Share the latest scientific research around COVID-19 with the public.”
  • “Promote our smart refrigerators beyond the home user to new markets, such as offices and clinics.”

Marketing roadmap

The marketing roadmap should include large initiatives or key themes that need to happen across the marketing organization to meet the needs of the WIGs. It doesn’t have to be fancy, but everyone involved needs to come up with these initiatives and themes together and agree that they are key priorities. Your leadership team should also set goals and success metrics for these initiatives.

Here’s an example for the smart refrigerator:

Sample roadmap

Initiatives backlog

The initiatives backlog is simply taking the portfolio level (i.e. strategic) roadmap items, getting agreement on their order of priority and putting them in a tool for further decomposition — the process of breaking down user stories into smaller user stories and tasks — by the agile teams. Make sure the list is ordered top to bottom and there can’t be multiple number one priorities!

Here’s an example:

  1. Awareness Marketing to Corporate Office Managers
  2. Awareness Marketing to Hospital Office Managers
  3. Lead Generation Campaigns
  4. New Product Pages on Website
  5. Promotional Offers for New Customers
  6. National TV Ad Campaign

Planning at the team level

The agile teams will also create their own WIGs, which should tie into the overall marketing department’s WIG, but it may be a little bit more specific to what the team hopes to accomplish in the coming quarter.

An example may be, “Launch a grassroots campaign to get lobbyists to talk about vaccination success.”

While the team may still work on other campaigns or projects during the quarter, this is the big North Star that the team knows is really important. It helps ground the team in what success looks like and allows them to say no to stakeholder requests that may derail them from that goal.

Team roadmap

A roadmap should be created by every agile team giving a high-level look at what they plan to accomplish in the upcoming quarter. This is the best document the team can have to communicate what they’re working on to stakeholders without getting into the weeds.

The team roadmaps should be reviewed often with stakeholders to see if the planned work is still the most important thing, whether or not new priorities have come into play or if timelines are shifting. It brings a great level of transparency between the team and the stakeholders, but ultimately it’s owned by the team.

Marketing backlog

The marketing backlog is the team’s ordered list of everything it plans to do in the future. The backlog can begin with roadmap items, but typically those are very large, so they get broken into even smaller chunks, which are referred to as stories. Anyone can add work to the marketing backlog, but a single team member should be accountable for prioritizing the work with input from stakeholders.

The marketing backlog is a fluid artifact that can and should change daily based on market response and new information learned.

Sprint plan

The sprint plan is where the team meets to decide what they will commit to working on in the given sprint (a sprint is a time-boxed period, typically one or two weeks in duration that stays constant). The team looks at the prioritized marketing backlog of work and determines how much they confidently feel they can accomplish. They spend the time discussing how they’ll approach the work and what tasks are needed to get the work done.

The sprint planning meeting is something that leaders need to stay out of in agile. The team should be transparent about what they’re doing, but as an agile leader, your job is no longer to manage work.

Daily standup

This daily meeting, which should be short and sweet (15 minutes or less) is really the team’s way to touch base, get help from each other and discuss what might be getting in their way. Daily interaction is important to do with all team members because it helps them solve problems quickly and allows everyone on the team to know what’s happening.

As you can see, there really is a lot of planning that happens in agile marketing. However, planning at the last responsible moment and with flexibility is what makes it agile.


Opinions expressed in this article are those of the guest author and not necessarily MarTech. Staff authors are listed här.


About The Author

Stacey knows what it’s like to be a marketer, after all, she’s one of the few agile coaches and trainers that got her start there. After graduating from journalism school, she worked as a content writer, strategist, director and adjunct marketing professor. She became passionate about agile as a better way to work in 2012 when she experimented with it for an ad agency client. Since then she has been a scrum master, agile coach and has helped with numerous agile transformations with teams across the globe. Stacey speaks at several agile conferences, has more certs to her name than she can remember and loves to practice agile at home with her family. As a lifelong Minnesotan, she recently relocated to North Carolina where she’s busy learning how to cook grits and say “y’all.”


Källlänk

Klicka för att kommentera

Lämna ett svar

Din e-postadress kommer inte publiceras. Obligatoriska fält är märkta *

MARKNADSFÖRING

45 gratis verktyg för att skriva innehåll att älska [för att skriva, redigera och skapa innehåll]

Publicerad

45 Free Content Writing Tools to Love [for Writing, Editing & Content Creation]

Creating content isn’t always a walk in the park. (In fact, it can sometimes feel more like trying to swim against the current.)

While other parts of business and marketing are becoming increasingly automated, content creation is still a very manual job. (mer …)

Fortsätt läsa

MARKNADSFÖRING

Hur datarena rum kan hjälpa till att hålla internet öppet

Publicerad

How data clean rooms might help keep the internet open

Are data clean rooms the solution to what IAB CEO David Cohen has called the “slow-motion train wreck” of addressability? Voices at the IAB will tell you that they have a big role to play.

“The issue with addressability is that once cookies go away, and with the loss of identifiers, about 80% of the addressable market will become unknown audiences which is why there is a need for privacy-centric consent and a better consent-value exchange,” said Jeffrey Bustos, VP, measurement, addressability and data at the IAB.

“Everyone’s talking about first-party data, and it is very valuable,” he explained, “but most publishers who don’t have sign-on, they have about 3 to 10% of their readership’s first-party data.” First-party data, from the perspective of advertisers who want to reach relevant and audiences, and publishers who want to offer valuable inventory, just isn’t enough.

Varför vi bryr oss. Two years ago, who was talking about data clean rooms? The surge of interest is recent and significant, according to the IAB. DCRs have the potential, at least, to keep brands in touch with their audiences on the open internet; to maintain viability for publishers’ inventories; and to provide sophisticated measurement capabilities.

How data clean rooms can help. DCRs are a type of privacy-enhancing technology that allows data owners (including brands and publishers) to share customer first-party data in a privacy-compliant way. Clean rooms are secure spaces where first-party data from a number of sources can be resolved to the same customer’s profile while that profile remains anonymized.

In other words, a DCR is a kind of Switzerland — a space where a truce is called on competition while first-party data is enriched without compromising privacy.

“The value of a data clean room is that a publisher is able to collaborate with a brand across both their data sources and the brand is able to understand audience behavior,” said Bestos. For example, a brand selling eye-glasses might know nothing about their customers except basic transactional data — and that they wear glasses. Matching profiles with a publisher’s behavioral data provides enrichment.

“If you’re able to understand behavioral context, you’re able to understand what your customers are reading, what they’re interested in, what their hobbies are,” said Bustos. Armed with those insights, a brand has a better idea of what kind of content they want to advertise against.

The publisher does need to have a certain level of first-party data for the matching to take place, even if it doesn’t have a universal requirement for sign-ins like The New York Times. A publisher may be able to match only a small percentage of the eye-glass vendor’s customers, but if they like reading the sports and arts sections, at least that gives some directional guidance as to what audience the vendor should target.

Dig deeper: Why we care about data clean rooms

What counts as good matching? In its “State of Data 2023” report, which focuses almost exclusively on data clean rooms, concern is expressed that DCR efficacy might be threatened by poor match rates. Average match rates hover around 50% (less for some types of DCR).

Bustos is keen to put this into context. “When you are matching data from a cookie perspective, match rates are usually about 70-ish percent,” he said, so 50% isn’t terrible, although there’s room for improvement.

One obstacle is a persistent lack of interoperability between identity solutions — although it does exist; LiveRamp’s RampID is interoperable, for example, with The Trade Desk’s UID2.

Nevertheless, said Bustos, “it’s incredibly difficult for publishers. They have a bunch of identity pixels firing for all these different things. You don’t know which identity provider to use. Definitely a long road ahead to make sure there’s interoperability.”

Maintaining an open internet. If DCRs can contribute to solving the addressability problem they will also contribute to the challenge of keeping the internet open. Walled gardens like Facebook do have rich troves of first-party and behavioral data; brands can access those audiences, but with very limited visibility into them.

“The reason CTV is a really valuable proposition for advertisers is that you are able to identify the user 1:1 which is really powerful,” Bustos said. “Your standard news or editorial publisher doesn’t have that. I mean, the New York Times has moved to that and it’s been incredibly successful for them.” In order to compete with the walled gardens and streaming services, publishers need to offer some degree of addressability — and without relying on cookies.

But DCRs are a heavy lift. Data maturity is an important qualification for getting the most out of a DCR. The IAB report shows that, of the brands evaluating or using DCRs, over 70% have other data-related technologies like CDPs and DMPs.

“If you want a data clean room,” Bustos explained, “there are a lot of other technological solutions you have to have in place before. You need to make sure you have strong data assets.” He also recommends starting out by asking what you want to achieve, not what technology would be nice to have. “The first question is, what do you want to accomplish? You may not need a DCR. ‘I want to do this,’ then see what tools would get you to that.”

Understand also that implementation is going to require talent. “It is a demanding project in terms of the set-up,” said Bustos, “and there’s been significant growth in consulting companies and agencies helping set up these data clean rooms. You do need a lot of people, so it’s more efficient to hire outside help for the set up, and then just have a maintenance crew in-house.”

Underuse of measurement capabilities. One key finding in the IAB’s research is that DCR users are exploiting the audience matching capabilities much more than realizing the potential for measurement and attribution. “You need very strong data scientists and engineers to build advanced models,” Bustos said.

“A lot of brands that look into this say, ‘I want to be able to do a predictive analysis of my high lifetime value customers that are going to buy in the next 90 days.’ Or ‘I want to be able to measure which channels are driving the most incremental lift.’ It’s very complex analyses they want to do; but they don’t really have a reason as to why. What is the point? Understand your outcome and develop a sequential data strategy.”

Trying to understand incremental lift from your marketing can take a long time, he warned. “But you can easily do a reach and frequency and overlap analysis.” That will identify wasted investment in channels and as a by-product suggest where incremental lift is occurring. “There’s a need for companies to know what they want, identify what the outcome is, and then there are steps that are going to get you there. That’s also going to help to prove out ROI.”

Dig deeper: Failure to get the most out of data clean rooms is costing marketers money


Skaffa MarTech! Dagligen. Fri. I din inkorg.


Källlänk

Fortsätt läsa

MARKNADSFÖRING

Stig upp | Digital Marknadsförare

Publicerad

Ascend | DigitalMarketer

At this stage, your goal is to generate repeat buys and real profits. While your entry-point offer was designed for conversions, your ascension offers should be geared for profits—because if you’re serving your customers well, they’ll want to buy again and again.

Ascension offers may be simple upsells made after that initial purchase… bigger, better solutions… or “done for you” add-ons.

So now we must ask ourselves, what is our core flagship offer and how do we continue to deliver value after the first sale is made? What is the thing that we are selling? 

How we continue to deliver value after the first sale is really important, because having upsells and cross sales gives you the ability to sell to customers you already have. It will give you higher Average Customer values, which is going to give you higher margins. Which means you can spend more to acquire new customers. 

Why does this matter? It matters because of this universal law of marketing and customer acquisition, he or she who is able and willing to spend the most to acquire a customer wins.

Very often the business with the best product messaging very often is the business that can throw the most into customer acquisition. Now there are two ways to do that.

The first way is to just raise a lot of money. The problem is if you have a lot of money, that doesn’t last forever. At some point you need economics. 

The second way, and the most timeless and predictable approach, is to simply have the highest value customers of anyone in your market. If your customers are worth more to you than they are to your competitors, you can spend more to acquire them at the same margin. 

If a customer is worth twice as much to you than it is to your competitor, you can spend twice as much trying to acquire them to make the same margin. You can invest in your customer acquisition, because your customers are investing in your business. You can invest in your customer experiences, and when we invest more into the customer we build brands that have greater value. Meaning, people are more likely to choose you over someone else, which can actually lower acquisition costs. 

Happy customers refer others to us, which is called zero dollar customer acquisition, and generally just ensures you’re making a bigger impact. You can invest more in the customer experience and customer acquisition process if you don’t have high margins. 

If you deliver a preview experience, you can utilize revenue maximizers like up sells, cross sales, and bundles. These are things that would follow up the initial sale or are combined with the initial sale to increase the Average Customer Value.

The best example of an immediate upsell is the classic McDonalds, “would you like fries with that?” You got just a burger, do you also want fries with that? 

What distinguishes an upsell from other types of follow up offers is the upsell promise, the same end result for a bigger and better end result. 

What’s your desired result when you go to McDonalds? It’s not to eat healthy food, and it’s not even to eat a small amount of food. When you go to McDonalds your job is to have a tasty, greasy, predictable inexpensive meal. No one is going there because it’s healthy, you’re going there because you want to eat good. 

It’s predictable. It’s not going to break the bank for a hamburger, neither will adding fries or a Coke. It’s the same experience, but it’s BIGGER and BETTER. 

Amazon does this all of the time with their “Customers Who Bought This Also Bought …” But this one is algorithmic. The point of a cross sell is that it is relevant to the consumer, but it doesn’t necessarily have to be aligned with the original purchase. What you don’t want to do is start someone down one path and confuse them.

You can make this process easy with Bundles and Kits. With a bundle or a kit you’re essentially saying to someone, “you can buy just one piece, or you can get this bundle that does all of these other things for a little bit more. And it’s a higher value.”

The idea behind bundles and kits is that we are adding to the primary offer, not offering them something different. We’re simply promising to get them this desired result in higher definition. 

The Elements of High-Converting Revenue Maximizers (like our bundles and kits) are:

  1. Fart

Om du är ett e-handelsföretag och säljer en fysisk produkt kan det se ut så här: erbjuder gratis frakt för beställningar $X eller mer. Vi vill ge dina kunder samma önskade resultat, men med mindre arbete för dem.

  1. Automatisering

Om du är ett möbelföretag och vill lägga till en Intäktsmaximerare kan detta se ut så här: Just nu för en extra $X kommer våra högutbildade medarbetare och sätter ihop detta åt dig. 

  1. Tillgång 

Människor kommer att betala för snabbhet, de kommer att betala för mindre arbete, men de kommer också att betala för en titt bakom ridån. Tänk på människorna som betalar för Backstage Pass. Dina kunder kommer att betala för en VIP-upplevelse bara så att de kan se hur allt fungerar. 

Kom ihåg att uppstigningsstadiet inte behöver sluta. När du väl har en kund bör du göra ditt bästa för att göra dem till en kund för livet. Du bör fortsätta servera dem. Fortsätt att fråga dem, "vilka behov möter vi fortfarande inte" och försök att möta dessa behov. 

Det är ditt jobb som marknadsförare att söka upptäcka dessa behov, föra tillbaka dessa till produktteamet, för det är det som kommer att göra det möjligt för dig att fullt ut maximera det genomsnittliga kundvärdet. Vilket kommer att göra det möjligt för dig att ha mycket mer att spendera för att skaffa dessa kunder och göra ditt jobb mycket enklare. 

Nu när du förstår vikten av uppstigningsstadiet, låt oss tillämpa det på våra exempel.

Hazel & Hem skulle kunna ha gratis prioriterad frakt över $150, ett "Boutique Points"-belöningsprogram med exklusiva "double point"-dagar för att uppmuntra till att spendera och ett exklusivt "Stylist Package" som inkluderar en komplett outfit anpassad för kunden. 

Cyrus & Clark kan behålla nuvarande kunder genom att erbjuda en årlig strategisk plan, "Klar för dig" marknadsföringstjänster som utförs på den strategiska planen, och den högsta nivån skulle tillåta kunder att vara det exklusiva företaget som Cyrus & Clark servar i specifika geografiska territorier.



Källlänk

Fortsätt läsa

Trendigt

sv_SESvenska