The Four P’s of Building an Interactive Marketing Team

The Four P’s
Of Being Interactive
© Copyright 2010 – TeamBuilder Search, LLC
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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
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Trends
Shift since early 90’s
Economy driven acceleration
Traditional marketers adding interactive
Expansion of interactive roles
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The typical 1990’s interactive team

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Business development
Account management
Project management
Account Strategy
Business analyst
Information architect
Analytics
Paid Search/display
SEO
Graphic designer
Art director
Associate Creative
Creative Director
Copy writing
Flash designer
RIA developer
RIA architect
Technology manager
.NET developers
Java developers
PHP developers
Architect
Development managers
Insights/research
Social media
Q&A
Emerging technology
The 2010 interactive team

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
Advisor
Future boondoggle hall of famer
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Challenges of Going Interactive
Potential book titles
“Who Keeps Moving The Cheese!”
“I Live in Dog Years”
“Marketers are from Venus, Technologists Are From Mars”
“Clients…Can’t Live With Them, Can’t Shoot Them”
“The bridge is long and wide between traditional marketing and interactive marketing” – WilSchroter, Blue Diesel Founder
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Four P’s of Interactive
Process
Platforms
People
Planning
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Process
Much more “production” heavy than traditional projects
“If you can't describe what you are doing as a process, you don't know what you're doing.” -W. Edwards Deming
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Process
Process = Execution
“Ideas are a multiplier of execution”* -Derek Sivers, Sivers.org
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“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.That’s why I don’t want to hear people’s ideas.I’m not interested until I see their execution.* Derek Sivers, Sivers.org
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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
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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
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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.
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Creative
Lack of focus on business goals
Effort isn’t constrained by budget
Aversion to best practices (user experience)
Design not informed by visitor behavior
Technical requirements overlooked
Developers set up for failure because timelines are missed
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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?”
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Platforms
Too many tools, languages and technologies to be good at them all
"Those Who Stand For Nothing, Fall For Anything" - Alexander Hamilton
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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
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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)
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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?)
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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
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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
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Planning
“Good fortune is what happens when opportunity meets planning” – Thomas Edison
“He who fails to plan is planning to fail” – Winston Churchill
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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?
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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
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Organizational Failures
Innovation is consciously or subconsciously sabotaged by fear, pride or kingdom building
The past is not the past and egos are not left at the door
Advertising, PR, Media all want to own or control “interactive”
Founders/owners not letting go
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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?
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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?
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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?
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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?
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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?
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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?
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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?
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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?
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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?
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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)
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The Four P’s of Building an Interactive Marketing Team

by Mark Whitman on Feb 17, 2010

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The Four P’s of Building an Interactive Marketing Team — Presentation Transcript