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Four p's of building an interactive marketing team ohio web leaders presentation

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Updated Four P's of building an Interactive Marketing Team - Given at May meeting of Ohio Web Leaders

Updated Four P's of building an Interactive Marketing Team - Given at May meeting of Ohio Web Leaders

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  • Jen said can you talk for 60 minutes I said I can talk for 60 hours easier than 60 minutesBecause this is such a hot topic with a lot of failures and frustations for a lot of different stakeholders that if I cover everything I should I will probably at some point make everyone in here a little defensive. So, if we get to the end and I haven’t in made you uncomfortable please let me know I can try to offend you before you leave
  • One
  • One
  • Who moved my cheese – rules change
  • Who moved my cheese – rules change
  • Who moved my cheese – rules change
  • 4 major areas of consideration
  • Transcript

    • 1. The Four P’s
      of Building an Interactive Team
      © Copyright 2010 – TeamBuilder Search, LLC
      1
      TeamBuilder Search
    • 2. Agenda
      Why are we talking about this?
      Why am I talking about this?
      Challenges of interactive team building
      Four P’s and common failure points
      36 questions to ask yourself
      Discussion
      © Copyright 2010 – TeamBuilder Search, LLC
      2
      TeamBuilder Search
    • 3. Why are we talking about this?
      Trend toward interactive
      Shift since early 90’s
      Economy driven acceleration
      Traditional marketers adding interactive
      Expansion of interactive roles
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 4. Why are we talking about this?
      © Copyright 2010 – TeamBuilder Search, LLC
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      The typical 1990’s interactive team
    • 5. Why are we talking about this?
      © Copyright 2010 – TeamBuilder Search, LLC
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      The 2010 interactive team
    • 32. Why am I talking about this?
      Owned, built, managed and sold successful interactive company
      Attempted integration of interactive company into traditional company
      Talk to interactive/integrated marketers every day from all across the USA
      Future boondoggle hall of famer
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 33. Challenges of Interactive
      © Copyright 2010 – TeamBuilder Search, LLC
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    • 34. © Copyright 2010 – TeamBuilder Search, LLC
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    • 35. © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 36. Challenges of Interactive
      © Copyright 2010 – TeamBuilder Search, LLC
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    • 37. Four P’s of Interactive
      Process
      Platforms
      People
      Planning
      © Copyright 2010 – TeamBuilder Search, LLC
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    • 38. Process
      Much more “production” heavy than traditional projects
      Print = flexible process, fixed results*
      Interactive = fixed process, flexible results*
      * Kudos to Adam Pacio
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 39. Process
      Process = Execution
      “Ideas are a multiplier of execution”* -Derek Sivers, Sivers.org
      © Copyright 2010 – TeamBuilder Search, LLC
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    • 40. “To me, ideas are worth nothing unless executed. They are just a multiplier. Execution is worth millions.”*Explanation:AWFUL IDEA = -1WEAK IDEA = 1SO-SO IDEA = 5GOOD IDEA = 10GREAT IDEA = 15BRILLIANT IDEA = 20NO EXECUTION = $1WEAK EXECUTION = $1000SO-SO- EXECUTION = $10,000GOOD EXECUTION = $100,000GREAT EXECUTION = $1,000,000BRILLIANT EXECUTION = $10,000,000To make a business, you need to multiply the two.The most brilliant idea, with no execution, is worth $20.The most brilliant idea takes great execution to be worth $20,000,000. * Derek Sivers, Sivers.org
      TeamBuilder Search
      © Copyright 2010 – TeamBuilder Search, LLC
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    • 41. Process
      “If you can’t describe what you are doing as a process you don’t know what you are doing”
      - W. Edwards Deming
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 42. Common Process Failures
      Process development
      Processes are not documented
      Lack of “deliverables” driven process
      “Exceptions” are the “rules”
      Processes are created but not adopted or enforced
      Processes made without collaboration
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 43. Common Process Failures
      Project management
      No PM’s or no PM function
      PM’s lack appropriate balance of marketing/technology understanding
      Project managers are given responsibility but not authority
      No resource planning/allocation (traffic)
      PM’s aren’t client facing
      PMP’s often struggle (personality dependent)
      Lack of “billable” or “utilization” standards
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 44. Common Process Failures
      Account Service
      The more “creative” and “strategic” the less process driven
      Failure to say “no” or “I don’t know, let me check with the team to see what this change does to cost and timelines” or “Just about anything can be done with enough time, resources and money” compromises whole team and the profitability of the initiative.
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 45. Common Process Failures
      Creative
      Confusion in the difference between print and interactive
      Print = Creating a message to be displayed*
      Interactive =Creating message and medium*
      Creative plays a much expanded role in interactive (design starts with information architecture)
      * Kudos to Adam Pacio
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 46. 20
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    • 47. Common Process Failures
      Creative
      Aversion to best practices (user experience)
      Loss of focus on business goals
      Effort isn’t constrained by budget
      Design not informed by visitor behavior
      Technical requirements overlooked
      Developers set up for failure because timelines are missed
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 48. Common Process Failures
      Business Development
      “We won’t work with anyone who won’t work with us!”
      No minimum budget (for new clients)
      Too many new accounts are “investments or loss leaders”
      No answer to the question “who are we and what do we do and what does it cost?”
      © Copyright 2010 – TeamBuilder Search, LLC
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    • 49. Platforms
      Too many tools, languages and technologies to be good at them all
      "Those Who Stand For Nothing, Fall For Anything" - Alexander Hamilton
      © Copyright 2010 – TeamBuilder Search, LLC
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    • 50. Common Platform Failures
      Failure to identify “what’s in”
      Failure to identify “what’s out”
      Failure to have partners to handle “what’s out”
      Failure to have “deliverables-based” processes with partners
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 51. People
      “I don’t really know where we should take this bus. But I know this much: If we get the right people on the bus, the right people in the right seats, and the wrong people off the bus, then we’ll figure out how to take it someplace great.” (Good to Great, Jim Collins pg 41)
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 52. Common People Failures
      Lack of clarity on processes and platforms makes it hard to even find your bus
      Not properly staffing the major talent needs
      Strategy (what are we going to do?)
      Planning (how are we going to do it?)
      Creative (what’s it going to look like and act like?)
      Technology (How are we going to get it to work?)
      Project Management (How are we going to get it done on time and in budget?)
      Account Management/Business Development (How are we going to have enough stuff to do?)
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 53. Common People Failures
      No clear processes around recruiting functions
      Identification
      Qualification
      Recruiting
      Getting wrong people on the bus
      The right people leave the bus stop before you pick them up
      Believing everyone wants to get on your bus
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 54. Common People Failures
      Denial that there is a war for top interactive talent
      Failure to invest in culture
      Poor implementation of process, platforms, people, planning causes attrition
      Team building and personal development activities overlooked
      © Copyright 2010 – TeamBuilder Search, LLC
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    • 55. Planning
      “Good fortune is what happens when opportunity meets planning” – Thomas Edison
        “He who fails to plan is planning to fail” – Winston Churchill
      © Copyright 2010 – TeamBuilder Search, LLC
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    • 56. Common Planning Failures
      Lack of process, no “what’s in, what’s out” on platforms and not having the right people….
      What are we doing?
      How are we doing it?
      What are we doing it with?
      Who’s doing it?
      © Copyright 2010 – TeamBuilder Search, LLC
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    • 57. Common Planning Failures
      No separation of “planning” and “project”
      Not including the “right” people in the kickoff
      Not excluding the “wrong” people in the project or campaign
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 58. Questions To Ask Yourself
      Do we have processes and are the processes documented?
      Do we have a “deliverables” driven process?
      Do we have many “exceptions” as “rules” in my current processes?
      Have our processes been adopted?
      Did we involve the right people in building my processes?
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 59. Questions To Ask Yourself
      Do our PM’s have the marketing/technology understanding needed in the role?
      Do our PM’s have the authority they need to get projects on track?
      Do we have an adequate resource planning/allocation?
      Do our PM’s have the client facing time needed to be successful?
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 60. Questions To Ask Yourself
      Can our PM’s handle the dynamic nature of our environment?
      Do we have “billable” or “utilization” standards?
      Are our account people saying “no” or “let me check” often enough?
      Does our creative team stay focused on business goals?
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 61. Questions To Ask Yourself
      Does our creative team understand that budget drives output?
      Do we implement best practices around user experience?
      Is our design informed by visitor behavior
      Does our creative team work within the technical requirements mandated for the project?
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 62. Questions to ask yourself?
      Does our creative team work within the technical requirements mandated for the project?
      Do we give our production team enough time to be successful?
      Do we know have an ideal client profile?
      Do we know what is the minimum budget we must have to be successful?
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 63. Questions To Ask Yourself
      Are we taking on too many “loss leader” clients?
      Are we getting to “no” fast enough with clients?
      Do we know “what’s in” on platforms?
      Do we know “what’s out” on platforms?
      Do we have partners for “what’s out”?
      Do we have “deliverables-based” processes with partners?
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 64. Questions To Ask Yourself
      Do we have our processes and platforms in place so we know what we are looking for in candidates?
      Where are we strong and where are we weak in strategy, planning, creative, technology, project management and account service/business development?
      Do we have “scorecards” in place to identify what we are looking for in each position?
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 65. Questions To Ask Yourself
      Are all the appropriate stakeholders aligned on the “scorecards”?
      Do we have an evidence-based candidate qualification process in place to judge candidates?
      Do we react quickly enough to not lose great candidates to competitors?
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 66. Questions To Ask Yourself
      Do we have adequate separation of “planning” and project (i.e. are we getting enough information early enough to know what we are going to do and how much it is going to cost?)?
      Are we including the right people in the kickoff meetings?
      Are we including the wrong people in the project or campaign?
      © Copyright 2010 – TeamBuilder Search, LLC
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      TeamBuilder Search
    • 67. DiscussionWant to learn more about building a successful interactive marketing team? Want us to speak at your next event?contact:Mark Whitmanmwhitman@teambuildersearch.com740-879-3106 (direct)740-513-6164 (mobile)
      © Copyright 2010 – TeamBuilder Search, LLC
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