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In a nutshell, agile marketing adapts management methodologies from agile software development (and agile project management) and applies them to marketing teams. These techniques are gaining momentum in marketing circles because, in many ways, modern marketing increasingly has parallels with software development, IT projects, and entrepreneurial ventures — in many cases, some of the most important marketing projects these days are software development, IT projects, and entrepreneurial (or intrapreneurial) initiatives.
Yet at the same time, marketing has its own dynamics that make it different than those disciplines. This focus on customer experience touchpoints is one of the key reasons that marketing is becoming more strategic.
The whole raison d'etre of agile marketing is to better enable the delivery remarkable experiences to customers.
The best teams and organizations are able to respond quickly to such change and capitalize on it. Internal marketing operations should be managed in a way that facilitates better interactions between team members, giving them the ability to act and react with greater speed and creativity. Testing has become the quintessential data-driven marketing process: running controlled experiments to determine what resonates best with prospects and customers. Agile marketing uses data for the objective metrics by which to measure the efficacy of marketing activities.
Leveraging the value of testing and data, agile marketing therefore seeks to run numerous small experiments — trying many more ideas at a much higher velocity. The agile marketing interpretation of customer collaboration retains the spirit of working with customers, not merely trying to sell something to them from an abstract market plan. Tuning into the voice of the customer, both implicitly from data and testing and explicitly by listening to what they say through feedback channels and social media.
Engaging with, supporting, and amplifying our best customers who become our champions, advocates, and influencers in the social media sphere. For many organizations, adopting these principles will mean adjustments in culture as much as the implementation of specific management techniques. Great post, Scott and a very comprehensive and well-documented post on key marketing insights. I've been hearing about Agile adoption outside the software development industry, but with the exception of the Wikispeed example, this is one of the more detailed descriptions of it. Agile marketing is increasing in all marketing methods and social media is helping to increase it. NEXT POSTDon Draper is disgusted by the new state of marketing A clever email marketing campaign from the folks at MarketingProfs for their upcoming B2B Forum — which makes a larger point about just how much the culture of marketing has changed. Carsinia provides a web-based auto dealer management system that makes online marketing for car dealers very easy. Craigslist: Craigslist is one of the first places that people visit when they are looking to buy a used car.
Category Management creates value to the consumer by improving business results through the cooperation of retailer and supplier, insuring that there is a clear path to success. At MARKETING INITIATIVES we fully embrace Category Management to ensure we add value for both our clients and retailers resulting in MARKETING INITIATIVES being nominated Category Captain in many categories by retailers. Using Kantar or Nielsen data, MARKETING INITIATIVES constructs data reports for each category based on the Product Group Hierarchy. Using product data and the fixture analysis MARKETING INITIATIVES builds a presentation for each retailer showing where they are over-performing or under-performing in the market. Implementation is derived from the information gained from both market research and analysis.
The Category Performance will be monitored on an ongoing basis and the plan will be modified if and when appropriate. If your brand is new, or you are looking to increase your existing market share in the UK, please contact us as we have the experience and resources to help.
Over the past 6 months, there has been a blossoming Renaissance of discussions, writings, and events on the subject — a number of which I summed up in a recent Search England Land column, Have You Adopted Agile Marketing Yet?
It's also influenced by related movements such as The Lean Startup methodology by Eric Ries.

So while marketing can borrow a lot from existing agile and lean methodologies, there's also a need to modify and extend those approaches into something uniquely suited to the modern marketing mission. Are the expectations of prospects, customers, and partners being met (or exceeded!) in the interactions we deliver online, in person, on the phone, over mobile devices, and directly through our products and services?
It might be deftly handling a social media crisis, leveraging an unexpected opportunity in current events, or simply learning something about your customers or market that was different than you expected (or different than how it was yesterday). As Linus Pauling famously said, "The best way to have a good idea is to have a lot of ideas." In 2009, Google ran approximately 12,000 experiments, with only about 10 percent of them leading to business changes.
However, in our rapidly changing marketing environment, it's not hard to see that the single most valuable marketing capability today is agility. I have worked on Agile Product Management for a while, and soon will be shifting into Marketing, so this links up quite nicely. There is no statistic but it probably brings more leads than any other site you may think of.
This involves developing category plans to improve the offer to the consumer and to make the fixtures more shoppable and profitable. We have the experience to manage close, regular contact with the retailers facilitating joint cooperation on the management of product categories. For each product Marketing Initiatives shows sales, profit and movement for last year as well as year on year performance.
MARKETING INITIATIVES will make range recommendations on the opportunities and define the strategy of the category with the retailer. Agile software development puts "working software" as its primary objective — everything else about the principles of agile development is pursued with that purpose in mind. This applies from early awareness building and demand generation efforts through to lifecycle customer service. Agile management overall is based on the simple fact that projects, marketing, business, life, etc., are dynamic, not static. One of the original values of agile development is the belief that individuals and interactions are more important to success than processes and tools.
Data exploration inspires creativity through the discovery of interesting customer patterns.
In old school marketing, companies were often forced to make a small number of big bets because the vehicles for reaching customers were primarily "mass media" in nature and had long lead times and high costs to produce. Over the years, marketing organizations have fractured into many different silos to deal with the explosion of customer touchpoints, audience segments, and new marketing tactics. MARKETING INITIATIVES fully analyses fixtures using photographs and space planners to construct a space model showing the number of lines per category for each size of store.
Because in an age where all prospects and customers are connected through digital networks, everything is marketing. Of course, processes and tools are valuable — but the contributions and interactions of people are where the real magic happens.
Testing gives us the confidence to try more bold and creative ideas, quickly and with low risk. The new digital environment is largely free from those constraints though — it's feasible to execute very targeted marketing very quickly. By quickly trying lots of ideas, in a small and controlled fashion, scaling the ones that succeed and jettisoning the ones that don't, marketing can greatly increase the number of brilliant ideas it "discovers" and deploys. The individual tasks that people are working on are out in the open, as is their daily progress, and ultimately the metrics by which those investments of time and energy are measured.
To take advantage of data, testing, and numerous small experiments, it's important to produce marketing concepts quickly — and where possible, get them out into the real world.
It's about listening to direct and indirect sources of feedback to learn how tests and initiatives are performing, and then using rapid iterations to adjust and improve accordingly.
In digital marketing alone, there are often separate teams for search marketing, social media marketing, the web site, email marketing, display advertising, etc. Earned media such as Facebook likes, Twitter tweets, search engine rankings, and every other review and comment that other people make about you.

MARKETING INITIATIVES also constructs analysis to show how retailer A is performing against retailer B. This is a huge change in the dynamics of business and marketing, and this new value needs to be deeply absorbed into the DNA of modern marketing. We use it to analyze performance (analytics), to uncover new opportunities (data mining), and to dynamically tailor customer experiences (personalization). This openness helps remove impediments, reduce bureaucratic drag, and promote direct collaboration across the team. However, customer experiences naturally span these boundaries — and to make them remarkable, these previously independent teams need to coordinate and collaborate at a whole new level.
This means that when somebody searched for a make and model you have with the area you are in, your website will come up in the first page.
However, this is probably the single biggest cultural challenge for organizations to address. A popular agile mechanism is the sprint, 1-4 weeks during which the team produces work and then pauses to evaluate and dynamically re-prioritize the next set of iterations.
Agile marketing methodologies encourage cross-silo teams to come together on projects quickly and easily and to dynamically reconfigure as needed from cycle to cycle.
Since you cannot put a direct link to your website, you can add auto text in all your posts explaining your website address and features. Online channels deliver a wealth of quantitative information that can be used for ongoing optimization.
In fact, the tactical execution of marketing measurement is now starting to elevate channel decisions, customer insights, and budget allocation to a tangible and justifiable conversation. In this blog post, we will explore the concept of Marketing Performance Management (MPM) in more detail and outline a maturity framework for organizations looking for a better way to leverage analytics and measurement in ongoing marketing execution.In a 2007 survey of 250 Fortune 1000 firms conducted by Kellogg School of Management, 75% of respondents reported marketing was essential to their business.
It stands to reason that optimizing the marketing process would therefore be a top concern for organizations. Yet, 61% of respondents indicated they did not have a defined and documented process to screen, evaluate, and prioritize marketing campaigns. Why is MPM such a challenging discipline to embrace?Defining MPMYou can find a lot of definitions of MPM. At the foundational level, MPM includes a data repository, BI tools and analytical workbenches. At the strategic level, MPM provides role-based access to information and KPIs through dashboards, visualization, point-and-click analysis, modeling, simulation and optimization.”Kellog School of Management defines Marketing Performance Management as “The combination of tools, processes, and methods used to develop, monitor, measure, and control marketing campaigns and programs to increase the return on both individual and aggregate marketing investments. Marketing campaigns are defined to include all direct and indirect organizational marketing endeavors such as promotions, advertising, analyst relations, customer relationship management initiatives, etc.”The State of MPMMPM can be engrained in all facets of marketing execution both before and after a campaign is executed. For example, MPM could be used to define which campaigns are most profitable, control group strategy, real-time monitoring of results, or as a basis for testing which campaigns are most successful.
These days, marketers recognize the value of making marketing more transparent to the organization. There’s job security in being able to justify campaign spend and demonstrate a return on investments.
The reality is, there are aspects of marketing that are difficult to measure and likely always will be. However, the research from Kellogg School of Management found marketers “…are also struggling to optimize marketing management in their organizations. The findings suggest many marketers are still foreign to a disciplined metric-driven approach to marketing.

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