The volatile nature of customer expectations and market trends requires iterative marketing strategies. Iterative planning and task execution based on customer feedback is what defines Agile. This is one of the most important reasons behind the success of Agile in software teams.
Traditional marketing does not empower teams to be transparent with customer information. Without customer feedback, it is impossible to inspect your activities and adapt to change. The traditional approach to marketing creates a culture that hinders high performance. It is important to understand the impact culture has on your bottom line. Creating a culture of trust, respect and collaboration will impact your bottom line. It’s the people in marketing teams that create the outcomes. This is one of the reasons why Agile marketing helps CMOs create a competitive advantage for their brands.
One of the ways to introduce Agile marketing is to look at the recent advancements in technology. This impacts how marketing relates with other functions within the organisation. Marketing teams are not techies by default, now how do we collaborate? As an Agile marketing team, by cutting through the silos to champion customer experience.
Customer will engage with your internal teams from sales, IT support, and customer services. These interactions will impact the types of experiences the customers feel. Sometimes these interactions with other departments create wonderful and sometimes less wonderful experiences. Marketing does not have a birds eye view of all post-purchase interactions. The question is, how do marketing professionals integrate customer experience into the organisation’s overall strategy? How do they respond to the changing customer expectations and experiences?
Agile marketing requires that we create a 12 month plan that is subject to budgetary review. This will not be easy because budget reallocations will likely create team conflict. Then there is the topic of attribution modelling to inform campaign spend. Agile marketing teams adjust marketing spend based on the integrated customer feedback loop. This loops does not rely on quantitative analytics alone, but should also include rich qualitative insights.
To give you an example, companies like Nokia lost its market share to Apple iPhone in less than two years. Nokia dominated the marketing with over 80% share of mobile phone customers. This supported their the financial capacity to compete. So how did Nokia lose to Apple iPhone? It all boiled down to the lack of creativity and innovation coupled with the lack of customer insight. This sends a clear message, then, that marketing technology alone will not save your organisation from extinction.
Would Nokia have survived if they had adopted Agile marketing? Such an assumption is questionable because we will never know. But what we do know is that high performance teams are creative and innovative. This is evident in companies like Apple, Google and Amazon. These companies are Agile and that is what makes them some of the most successful brands in the world.