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Lean Marketing
- 1. Technology that talks business
- 3. What is Lean Marketing?
- 4. What is Lean Marketing? Customer Value
- 5. What is Lean Marketing? Eliminate Waste
- 6. What is Lean Marketing? Perfect Flow
- 7. What is Lean Marketing? Experiment
- 8. What is Lean Marketing? Measure
- 10. Start with the Vision
- 11. Easy to understand. Hard to do.
- 12. Then understand your customer
- 13. Then look at how they buy
- 14. Then look at how they buy
- 15. Then look at how they buy
- 16. Then look at how they buy
- 17. Then look at how they buy
- 18. Then look at how they buy
- 20. Defects
- 21. Waiting
- 22. Work in Progress
- 23. Work in Progress
- 25. Perfect Flow
- 26. Don’t do Big Upfront Anything
- 27. Iterate fast
- 28. Pull don’t push
- 29. Pull don’t push
- 30. Pull don’t push
- 31. Pull don’t push
- 32. Pull don’t push
- 34. Experimenting
- 35. Learn by doing.
- 36. Act like a Startup
- 37. Get the balance right
- 38. Measuring
- 39. You never really stop learning
- 40. Look from the Outside-In
- 41. Look from the Outside-In
- 42. Look from the Outside-In
- 43. The marketing test suite
- 44. Use Cohorts
- 46. What is Lean Marketing? Customer Value Eliminate Waste Perfect Flow Experiment Measure
- 47. @technologytalks www.trueclarity.co.uk
Editor's Notes
- Based on a talk given by Andrew Davies at Internet World Expo on 24/4/2012.
- First apologies if you’re expecting a talk from easyJet, there has been a bit of mix up. While I am going to touch on some travel examples from easyJet and Saga Travel, this is a talk about How to optimise your online marketing efforts using Lean Marketing techniques.
- I’ve always worked in a world of marketing. Whether it was direct mail, contact centres, dot com bubble, or the complex multichannel environments of today, but my background is as a developer, so have been using Agile software development process for years, but I have noticed over recent months many concepts from Lean Manufacturing are entering this space. Most recently we’ve also seen the Lean Startup movement gaining real traction. So today I’m going to try and use my experience with clients like Saga, Dyson, easyJet and Sophos to explore what it means to do lean marketing.
- The first concept which is common to all lean and agile thinking is the relentless search for customer value.
- For me the 2nd most important, but far less glamorous concept is while you’re looking at ways to always increase value to your customers, anything you do that doesn’t achieve that goal needs to be removed. The hard bit is sometimes the types of waste you might encounter aren’t always that easy to spot.
- It is rare that something I enjoy in my spare time, I’m a keen mountain biker, would cross over to a presentation like this, but when you talk about flow in a lean context, then it is just the idea of getting in the zone, and finding flow on a dusty trail is the best way to understand what we mean. I’m sure if you run, or ski, or surf or just enjoy a good movie, you’ll know what it means to find flow. Your marketing efforts should reflect this, always delivering value, in a continuous stream of chalanging activity.
- This concept is borrowed from the lean startup movement, things change fast in this industry and there are plenty of times you won’t know if a new channel, a new technology or a different approach is going to work. So become like a scientist, if you can’t immediately see a way of delivering value then the next best thing is to learn something in the real world about that. You
- For any direct marketers in the audience this one is the least controversial, so I don’t think anyone will argue that this is important but as ever the challenge is deciding what to measure.
- So let’s take a bit of time to look at customer value, and explore some techniques we’ve borrowed from the customer experience guys, for unpicking where you add it and where you don’t.
- For as long as I’ve been employed I’ve seen triangles like this, well not exactly like this, usually they’d be the other way round, the vision or mission would be being set by the top of the organisation, so it wasn’t until I saw this in Eric Reiss’s book that this made more sense. You’re vision needs to be at the foundation of everything you do and it has to be shared by everyone in the organisation (and across your suppliers too).
- So what makes a good Vision, clearly it needs to be easy to understand. But I’ve never seen a good one that is easy to do! When working with Dyson, they wanted to improve the efficiency of their global product rollouts, while not limiting the flexibility of their regions to market locally.
- So once your team has agreed on the vision, the direction of where you need to go, the next step is to focus on the customer, and this is where we want to find lightweight tools to gain insight quickly. You want the whole team to get inside the head of your customers. So we’ve borrowed the idea of persona’s from the UX world. Persona’s are simple pictures of real people (or at least complete characters) there not audience segments or demographic groups (even though they can be informed by this research if you have it). Don’t take too long on these, use them to inform what you do first, but always keep them fresh and visible.
- Once we have our persona’s, I’d recommend having between 3 and 7 to be useful. We can start with a classic sales cycle, this one we’ve used with easyJet and Saga Travel.
- We then start looking at touch points, events in the user journey. This process is often called “Value Stream Mapping”, or the UX community call it “Task Analysis” or “Experience Mapping”.
- The important thing is to look at what each persona will do, on your site, reading your email, calling your call centre, visiting your stores as well as what they will do else where, searching google, talking to friends, asking for product reviews via their facebook friends.
- Again don’t spend to long on this, you want a framework, but the purpose of the exercise is to find where you can add the most value.
- Once you’re completed your mapping exercise you’ll have a priority list of things to do. We call it a backlog, the important thing is you only need to tackle the most important things first.
- This map is now useful for our next step.
- The next step is to also look at where you don’t.
- There are 7 types of waste, often talked about. The first one is pretty obvious, errors, bugs, mistakes, defects whatever you call it you don’t want them!
- Approval process. Procurement.
- Inventory.
- Don’t get me wrong, I’ve done plenty of this stuff. But just think about all the time that is wasted in Big Upfront efforts, whether it is information architecture, research, massive wireframe documents, detailed specification documents, while you’re doing these things you’re not delivering value, and the world is changing, by the time you come to implement you’re Big Upfront masterpiece the world has moved on, or the nasty realities of real data and real customers mean making compromises which quickly break the beauty
- This is the approach we took with Saga Travel. We focused first on stabilising the platform, before moving onto UX work on the booking engine and finally rebranding and the inspirational aspects of travel.
- So the perfect bit of perfect flow, is once you’re delivering things all the time, you can start improving things just as quickly.
- Sometimes it is hard to know where to start. We search for the Minimum Viable Product, the smallest thing we can put in front of clients straight away.
- With Dyson we focused just on their support section first, with Saga Travel we focused on stabilising the platform and on easyJet we focused on a single carousel widget. It really doesn’t matter, the learning you get from pushing something all the way through a big organisation brings value in the simple act of learning what works and what doesn’t.
- Don’t be afraid to fail, but if you fail make sure you fail fast!
- But most of you won’t be startups, so we tend to see learning and delivering as a spectrum during our bigger projects. In the first view iterations will be doing proof of concepts or prototypes (we call them spikes), these rarely go live, but might get infront of customers. Overtime we’ll shift the focus from learning to doing.
- As I said before to the Direct Marketeers in the audience this won’t be surprised.
- As we get closer to continuously delivering value for our customers then we want to start making improvements, but how do we know what we are doing is better than before? We need to check, what we’re doing and then act on that data. Don’’t capture everything, just get the information you need to validate what you set out to do.
- Also measure stuff from the outside.
- That way when you make a change to your process, your website, your email messaging. You don’t need to change what you measure.
- You just add to your existing metrics.
- Before you know it you’ll have a marketing test suite, that gives you a real time view of all your key touch points.
- Just a quick word as well about A/B testing, A/B testing is good but it tends to focus on the individual content item whether that’s email, DM or on your website. Sometimes you want to try new user journeys, combinations of changes across channels, when that happens more towards a cohort model where you put a small percentage of your users into that journey (and most importantly keep them there). You can then compare like for like performance while working under the same market conditions.
- So that’s about it, I’ve talked today about some ideas we’ve used successfully with a number of organisations both big and small, across different sectors.
- So why not try it out.