Agile Marketing is a relatively new method within marketing which is inspired by the agility of the software development industry, and has grown exponentially in the last 10 years. As with software development, agile marketing is based in iterative processes, based on collaboration, auto-organisation, with the client as the main focus point guiding the work to be made. As happens within the industry though, there isn’t just one way of implementing agile marketing within your work processes.
Nonetheless, what are the principles on which this agility stands, and how are they translated to day by day activities or the marketing team?
- Validation of a hypothesis and in-depth knowledge of the consumer. The opinions or intuitions of a team have a residual weight on the decisions you make, and agile marketing shifts the weight from these bouts of inspiration to solid base on data and information. This doesn’t mean you shouldn’t use your intuition or be inspired, but that you’ll have data that backs up your intuitions, leading to better results. In order to do this, the tools and services you use to keep the consumer’s voice present in your work (within which you’ll find Snappy) play a key role.
- The focus is on the consumer, user, client… The entire organisation is centred around the premise of fulfilling the needs and requirements of its main stakeholder. In this sense, they function in “silos” and the highlight on departmental indicators of success become secondary: teams work in unison to optimise the offer.
- “Learning by doing”. With the possibilities of measuring the results that online marketing allows, and as we noted earlier, new agile research methods, it’s not necessary to wait for the finalisation of a large marketing campaign to obtain the results needed to evaluate the success of the strategy. You don’t need to postpone the learning process for your team, and can immediately correct course as you see potential issues crop up. You incrementally improve, in small steps that progressively magnify.
- Flexible planning that doesn’t collapse under change, efficient reaction to change. If there’s something that can be said about the modern world is that it moves – fast. In volatile and changing atmospheres it’s essential to adapt marketing plans to the day to day reality of the industry, and former monolithic structures need to be able to adapt to this newfound pace. In this context, the market and consumer are two key pieces that create a feedback loop and generate this “voluble” reality. The start-up model, especially within tech, is a clear example of how we evolve from an initial concept to the final offer.
- Experimentation vs Guesswork. As a consequence of all the aspects we’ve described so far, it’s clear that agile marketing advocates for small steps that can be validated in some wat before working on huge projects. In this way, we decrease risk, validate our hypothesis, and rely on data, not luck. Ultimately, we take an empirical approach to designing campaigns, products, and strategies.
Why risk taking a decision with high risk returns, when you can validate the idea a priori by referring to the people that matter most to your survival? Why not introduce the consumer to your work process, to give you feedback and curb mistakes preliminarily?
Investing in ad-hoc, sequential research that is centred around key questions that arise day by day, becomes the most adequate way to respond to dynamic environments and optimise our offer. The big challenge (and the only viable path for companies) is the constant adaptation to the needs of the user, who is more demanding and informed, and therefore has the facility to explore what is on offer and will demand a better service and product from you. Choosing the right tool to achieve this is essential!