Everything	  Is	  Marke1ng,	  Everyone	  Must	  Be	  Agile	           by	  Sco	  Brinker	   President	  &	  CTO,	  ion	  i...
By	  2017,	  the	  CMO	  will	  spend	    more	  on	  IT	  than	  the	  CIO.	                                     –	  Gart...
“I feel more like a CIO than a CMO! I havemarketing automation, CRM, listening platforms    — I’m up to my eyeballs in tec...
What	  does	  this	  have	  to	  do	  with	  agile?	  
This	  leads	  to	  two	  transforma8onal	  mandates:	  1.	  	  Everything	  is	  marke1ng.	  2.	  	  Everyone	  must	  be...
These	  two	  mandates	  are	  intertwined.	  
By	  “agile,”	  I	  do	  mean	  liAle-­‐a	  agile.	     But	  Big-­‐A	  Agile	  methodologies	      help	  us	  achieve	  ...
*	  We	  may	  need	  to	  adjust	        these	  methodologies	       for	  different	  contexts.	  
But	  first,	  why	  is	  everything	  marke8ng?	       (I	  do	  mean	  liAle-­‐m	  marke1ng.)	  
“Business	  has	  only	  two	  basic	  func8ons:	       marke8ng	  and	  innova8on.”	                                     ...
The	  tradi8onal	  mul8-­‐month	  marke8ng	  cycle:	               Plan	                             Create	              ...
“Big,	  large,	  glass	  buildings	  do	  not	   buy	  soYware.	    People	  do.”	        –	  Jonathan	  Becher	          ...
Our	  customers	  are	  now	  agile.	  
That’s	  a	  problem,	  because	  this	  isn’t	  agile:	             Plan	                        Create	                 ...
Observa8ons	  of	  this	  new	  kind	  of	  marke8ng:	            •      Individuals	  and	  interac8ons	            •    ...
This	  new	  kind	  of	  marke8ng	  is	  about	  more	  than	  adver8sing,	  PR,	  communica8ons,	  etc.	  It’s	  about	  ...
This	  new	  kind	  of	  marke8ng	  is	  more	  strategic.	  Strategic	   7	                                              ...
This	  is	  why	  everything	  is	  now	  marke8ng.	  
“Marke8ng	  is	  too	  important	  to	  be	  leY	   to	  the	  marke8ng	     department.”	                    –	  Seth	  G...
Employees	  are	  consumers	  too,	  and	  they’re	    seeking	  the	  same	  dynamics	  at	  work.	  
This	  is	  why	  consumeriza8on	  of	  IT	  is	  thriving.	  
Observa8ons	  of	  this	  new	  kind	  of	  organiza8on:	             •    More	  par8cipa8on	             •    More	  res...
In	  this	  environment,	  technology	  is	  more	    than	  infrastructure—it	  is	  capabili8es.	  
A	  perfect	  storm	  for	  marke8ng	  technology.	    Marke1ng	      Migra8on	  from	                                    ...
Marke8ng	  Technology	  Landscape	                                                                                        ...
The	  Golden	  Age	  of	  Marke8ng	  SoYware.	  
SoYware	  is	  our	  interface	  to	  the	  digital	  world:	           •    Analy1cs	  shapes	  percep8ons	           •  ...
SoYware	  is	  defining	  the	  new	  customer	  experience.	  
“Programming”	  projects	  are	  where	        agile	  processes	  thrive.	  
Digital	  agility	  from	  the	  boom-­‐up.	  
Disrup8ve	  innova8on	  beyond	  marke8ng.	  
This	  is	  why	  everyone	  must	  be	  agile.	  
To	  adapt	  agile	  in	  other	   contexts,	  we	  need	  to	          make	  a	  few	         adjustments.	  
An“agile	  marke8ng”	  manifesto?	  
Individuals	  and	  ac1ons	  over	  processes	  and	  tools.	  
Responding	  to	  change	  over	  following	  a	  plan.	  
Remarkable	  customer	  experiences	  over	  rigid	  customer	  management.	  
Tes1ng	  and	  data	  over	  opinions	  and	  conven8ons.	  
Beware	  the	  HiPPO!	  
Numerous	  small	  experiments	     over	  a	  few	  large	  bets.	  
“The	  best	  way	  to	  have	  a	  good	  idea	       is	  to	  have	  a	  lot	  of	  ideas.”	                           ...
From	  principles	  to	  methodologies…	  
“The	  first	  thing	  you	  should	  do	  is	  think	  about	   culture—because	  culture	  eats	  strategy	  for	       l...
Agile needs champions.
“Innova8on	  is	  anything,	   but	  business	  as	  usual.”	               Sco	  Brinker	               President	  &	  C...
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
Valtech - Everything is Marketing, Everyone must be Agile
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Valtech - Everything is Marketing, Everyone must be Agile

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Everything is Marketing, Everyone must be Agile - Keynote de clôture

Scott Brinker, fondateur et directeur technique de Ion interactive

Agile Day 2012
Valtech

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Valtech - Everything is Marketing, Everyone must be Agile

  1. 1. Everything  Is  Marke1ng,  Everyone  Must  Be  Agile   by  Sco  Brinker   President  &  CTO,  ion  interac8ve     hp://www.chiefmartec.com   Twier:  @chiefmartec  
  2. 2. By  2017,  the  CMO  will  spend   more  on  IT  than  the  CIO.   –  Gartner  
  3. 3. “I feel more like a CIO than a CMO! I havemarketing automation, CRM, listening platforms — I’m up to my eyeballs in technology.”
  4. 4. What  does  this  have  to  do  with  agile?  
  5. 5. This  leads  to  two  transforma8onal  mandates:  1.    Everything  is  marke1ng.  2.    Everyone  must  be  agile.  
  6. 6. These  two  mandates  are  intertwined.  
  7. 7. By  “agile,”  I  do  mean  liAle-­‐a  agile.   But  Big-­‐A  Agile  methodologies   help  us  achieve  such  agility.  
  8. 8. *  We  may  need  to  adjust   these  methodologies   for  different  contexts.  
  9. 9. But  first,  why  is  everything  marke8ng?   (I  do  mean  liAle-­‐m  marke1ng.)  
  10. 10. “Business  has  only  two  basic  func8ons:   marke8ng  and  innova8on.”   –  Peter  Drucker  
  11. 11. The  tradi8onal  mul8-­‐month  marke8ng  cycle:   Plan   Create   Distribute   Measure   Time   (Does  this  look  familiar?)  
  12. 12. “Big,  large,  glass  buildings  do  not   buy  soYware.   People  do.”   –  Jonathan  Becher   CMO,  SAP  
  13. 13. Our  customers  are  now  agile.  
  14. 14. That’s  a  problem,  because  this  isn’t  agile:   Plan   Create   Distribute   Measure  Time  
  15. 15. Observa8ons  of  this  new  kind  of  marke8ng:   •  Individuals  and  interac8ons   •  Responding  to  change   •  Customer  collabora8on   •  Working  “experiences”   (Does  this  sound  familiar?)  
  16. 16. This  new  kind  of  marke8ng  is  about  more  than  adver8sing,  PR,  communica8ons,  etc.  It’s  about  end-­‐to-­‐end  customer  experience.  
  17. 17. This  new  kind  of  marke8ng  is  more  strategic.  Strategic   7   5,9   6   5   4,8   4   3,2   3   2  Tac8cal   1   Two  Years  Ago   Today   Two  Years  From   Now   Source:    Gartner  Marke8ng  Change  survey  with  high-­‐tech  and  telecom  provider  marke8ng  execu8ves  conducted  September  2011,  N  =  309  
  18. 18. This  is  why  everything  is  now  marke8ng.  
  19. 19. “Marke8ng  is  too  important  to  be  leY   to  the  marke8ng   department.”   –  Seth  Godin   (  –  David  Packard  )  
  20. 20. Employees  are  consumers  too,  and  they’re   seeking  the  same  dynamics  at  work.  
  21. 21. This  is  why  consumeriza8on  of  IT  is  thriving.  
  22. 22. Observa8ons  of  this  new  kind  of  organiza8on:   •  More  par8cipa8on   •  More  responsiveness   •  More  independence   •  More  transparency   (The  spirit  of  agile  methodologies.)  
  23. 23. In  this  environment,  technology  is  more   than  infrastructure—it  is  capabili8es.  
  24. 24. A  perfect  storm  for  marke8ng  technology.   Marke1ng   Migra8on  from   Large  market   New    Ventures   Spend   old  to  new   Cloud   Migra8on  from   Compu1ng   IT  to  SaaS   Rela8vely   easy  to  sell   Trackable   Measurable   Medium   ROI   Disrup1ve   Opportunity  for   Innova1on   new  players   Low  barriers   to  entry   SoMware   Low  cost,     Economics   high  margin    
  25. 25. Marke8ng  Technology  Landscape   August  2011  MOBILE  MARKETING   MOBILE  APPS   GAMING/FACEBOOK  APPS   CREATIVE  TOOLS   DIGITAL  ASSET  MANAGEMENT  TARGETING   DISPLAY  AD   E-­‐COMMERCE   PERSONALIZATION   LOYALTY  MANAGEMENT   MANAGEMENT   VIRTUAL  EVENTS   VIDEO  CONTENT   APIs   EVENT  MANAGEMENT   CALL  TRACKING  CREATIVE  OPTIMIZATION   VIDEO  AD  MANAGEMENT   SEO  TOOLS   CUSTOM  WEB  APPS   CORE  WEBSITE   MARKETING  AUTOMATION   CRM  SEARCH  AD  MANAGEMENT   WIDGETS/PLUG-­‐INS   SALES  AUTOMATION  SOCIAL  MEDIA  AD  MANAGEMENT   LANDING  PAGES   BLOGS   COMMUNITIES   EMAIL  MARKETING   &  MICROSITES   CUSTOM  DATABASES  SOCIAL  MEDIA  MARKETING  MANAGEMENT   WEB  TESTING  &  OPTIMIZATION   BUSINESS  INTELLIGENCE  SOCIAL  MEDIA  ANALYTICS   WEB  ANALYTICS   CUSTOMER  ANALYTICS   MARKETING  RESOURCE  MANAGEMENT  MULTI-­‐CHANNEL  MARKETNG  MANAGEMENT   INTEGRATED  SUITES  &  ENTERPRISE  MARKETING  MANAGEMENT   AGILE/PROJECT  MANAGEMENT   External  Promo8on   Customer  Experience   Marke8ng  Management   by  Sco  Brinker      @chiefmartec      hp://www.chiefmartec.com  
  26. 26. The  Golden  Age  of  Marke8ng  SoYware.  
  27. 27. SoYware  is  our  interface  to  the  digital  world:   •  Analy1cs  shapes  percep8ons   •  Automa1on  guides  processes   •  Op1miza1on  hones  tac8cs   •  Listening  leads  engagements   •  Targe1ng  defines  segments   •  CRM  structures  rela8onships  
  28. 28. SoYware  is  defining  the  new  customer  experience.  
  29. 29. “Programming”  projects  are  where   agile  processes  thrive.  
  30. 30. Digital  agility  from  the  boom-­‐up.  
  31. 31. Disrup8ve  innova8on  beyond  marke8ng.  
  32. 32. This  is  why  everyone  must  be  agile.  
  33. 33. To  adapt  agile  in  other   contexts,  we  need  to   make  a  few   adjustments.  
  34. 34. An“agile  marke8ng”  manifesto?  
  35. 35. Individuals  and  ac1ons  over  processes  and  tools.  
  36. 36. Responding  to  change  over  following  a  plan.  
  37. 37. Remarkable  customer  experiences  over  rigid  customer  management.  
  38. 38. Tes1ng  and  data  over  opinions  and  conven8ons.  
  39. 39. Beware  the  HiPPO!  
  40. 40. Numerous  small  experiments   over  a  few  large  bets.  
  41. 41. “The  best  way  to  have  a  good  idea   is  to  have  a  lot  of  ideas.”   –  Dr.  Linus  Pauling  
  42. 42. From  principles  to  methodologies…  
  43. 43. “The  first  thing  you  should  do  is  think  about   culture—because  culture  eats  strategy  for   lunch  (and  breakfast,  and  dinner).”   –  Jonathan  Becher   CMO,  SAP  
  44. 44. Agile needs champions.
  45. 45. “Innova8on  is  anything,   but  business  as  usual.”   Sco  Brinker   President  &  CTO   ion  interac8ve,  inc.   hp://www.ioninterac8ve.com     Chief  Marke8ng  Technologist  blog:   hp://www.chiefmartec.com     Twier:  @chiefmartec  

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