Agile Marketing In Practice

The big 6: How agile marketing drives operational success

Our panel discussion with industry leaders uncovered six actionable ways marketing ops teams can deliver efficient, effective, and engaging campaigns

Driving operational efficiency while creating marketing that engages your audiences is no small feat. Marketing operations are the backbone of high-performing teams that drive efficiency, improve workflows, and boost effectiveness. Agile marketing is now crucial in transforming marketing operations, helping teams streamline processes, and enabling a culture of continuous improvement.

In our recent panel discussion hosted by Zoe Merchant, MD of Bright and agile marketing expert, Amanda Green, Marketing Operations Director at Stenn, and Lisa Sutton, CRO and marketing ops specialist, we focused on how agile marketing is transforming marketing operations. We’ve summarised the six key drivers for success here in this briefing note.

Remove operational bottlenecks: Quick wins

To tackle bottlenecks Amanda, Lisa and Zoe recommended remaining agile and adaptable by establishing consistent and repeatable workflows and templates including:

Briefing templates: Standardise templates to ensure all necessary information is available at the start of a project, helping avoid delays and miscommunication.
Approval workflows: Simplify approval processes and use workflow management tools like Monday.com, Jira or Asana to automate and track them
Kanban boards: Visual tools like Trello, Miro or Microsoft Planner can help manage and prioritise tasks, providing a clear view of tasks in progress and those needing attention.

Build a culture focused on growth and experimentation

For agile marketing to thrive, a culture that encourages experimentation is vital.

Education on experimentation: Zoe stressed the importance of educating teams on the benefits of experimentation to reduce fear of failure
Data-driven decisions: Without data and insights, experimentation is ineffective. Setting clear hypothesis, KPI and investing in reporting and tracking tools is essential to robustly test and learn from experiments, allowing your teams to iterate to drive continual improvement
Risk-managed experimentation: Zoe emphasised using experimentation frameworks to manage risk effectively and ensure experiments are valuable without exposing the organisation to unnecessary risks.

Effective metrics for high-performing marketing ops

Data-driven decisions hinge on choosing the right metrics. Amanda and Lisa suggested focusing on:

Efficiency gains: Measure productivity improvements in marketing workflows and campaign delivery
Customer Lifetime Value (CLV): Understanding CLV in B2B marketing is key and tracking CAC (Customer Acquisition Cost) can help marketing operations teams make informed decisions that drive long-term value
Data quality: Accurate and reliable data is the backbone of successful marketing operations, as it ensures other metrics are dependable.

Fostering collaboration and breaking down silos

Clear, open communication and cross-functional collaboration is essential in breaking down silos that hinder marketing effectiveness.

Regular cross-functional meetings: Amanda recommended clinics, forums, and collaborative meetings to facilitate better communication and understanding between teams
Knowledge hubs: Lisa suggested creating accessible knowledge hubs with key information, enabling teams to self-serve and access essential data without formal meetings. Bright frequently help clients establish centres of excellence to facilitate knowledge sharing to underpin marketing effectiveness.
Reward and recognition: Celebrating cross-functional successes can build trust and foster teamwork, breaking down organisational silos.

AI and automation in marketing operations

The role of AI in marketing is growing, but it’s essential to approach it with clarity, including:

Targeted use cases: Rather than viewing AI as a catch-all solution, focus on specific use cases, such as data insights, campaign personalisation, and process automation and set out small scale tests to understand the value, before scaling
AI as an enabler: Lisa emphasised the importance of understanding the value AI can add rather than introducing it as just another tool and expecting marketers to figure out how to make best use of it
The AI sandwich approach: Zoe introduced the concept of the “AI Sandwich,” where the process begins and ends with human input (the bread!), ensuring that the AI outputs (the filling!) are curated, relevant and accurate.

Preparing for future technologies in marketing operations

To make the most of new technologies, Lisa and Amanda advised:

Starting small: Implement small, low-risk pilot programs, using a tool such as the Bright AI activation framework to allow teams to familiarise themselves with new technology without disrupting operations
Stealth AI adoption: Both leaders acknowledged the need to manage “stealth AI” (AI tools adopted by individuals without formal approval) by setting guardrails, creating guidelines and offering training to maximise adoption benefits.

Ready to transform your marketing operations?

Agile marketing isn’t just a process—it’s a mindset that drives efficiency, collaboration, and customer-focused results. Start by fostering a growth mindset, tackling one workflow bottleneck, and piloting a small agile initiative.

With data-driven insights, collaboration, and smart use of AI, your marketing ops can thrive in today’s fast-changing environment.

Ready to secure greater marketing agility? Explore our Agile Marketing training and pilot campaigns. Get in touch to transform your operations.

November 21, 2024 Zoe Merchant Agile Marketing In Practice, Marketing Effectiveness

5 common barriers to adopting agile marketing … and how to overcome them

Adopting agile marketing can revolutionise your team’s efficiency and creativity, but the road to getting there isn’t always smooth. Many companies face hurdles that hinder the full potential of agile practices. In this article, we’ll break down five common barriers that could stand in your way when embracing agile—and how to successfully navigate them.

Cultural resistance to change

Agile marketing requires a shift in mindset. For teams used to traditional marketing methods, this shift can be intimidating. Employees might resist breaking free from the hierarchical decision-making and long-term planning that they’re accustomed to. Without fostering an open, collaborative environment that embraces learning, agile can feel like an alien system.

How to overcome:  Build a strong agile marketing team by starting small, introducing agile concepts gradually. Emphasise the benefits—like faster delivery times and more flexibility—and create a culture of experimentation where failures are seen as learning opportunities.

2. Lack of leadership buy-in

Even if a marketing team is eager to adopt agile, without leadership support, the initiative can fall flat. Leaders may be skeptical, concerned about the potential disruption to established workflows, or unclear on how agile aligns with the broader business strategy.

How to overcome:  Ensure leaders understand the value of agile. Communicate clear benefits, such as greater adaptability in competitive markets. Offer pilot programs or workshops to demonstrate how agile can fit within the organisation’s goals.

3. Unclear roles and responsibilities

Agile marketing thrives on cross-functional collaboration, but without clear roles, things can quickly get messy. Teams might not know who is responsible for what, leading to confusion, missed deadlines, or overlapping tasks.

How to overcome: Define roles clearly at the outset of adopting agile practices. For example, appoint a Product Owner or Marketing Lead to oversee priorities while ensuring that every team member understands their function within the agile framework. Clear communication is key to keeping everyone aligned. At Bright we always develop a RASCI. This framework identifies those who are Responsible, Accountable, Supporting, Consulted and Informed, this helps the whole team know who needs, and who delivers, relevant information.

4. Overloaded teams

One of the greatest risks to agile marketing is overwhelming your team with too many projects. When there is constant pressure to deliver quickly, teams can burn out. This can create a vicious cycle of decreased productivity, ultimately derailing the very agility the process aims to improve.

How to overcome:  Set realistic expectations for your sprints and ensure that workloads are manageable. Focus on prioritising tasks that drive the most value. It’s also essential to encourage a work-life balance to prevent burnout and maintain the team’s enthusiasm for agile.

5. Inconsistent feedback loops

Agile thrives on feedback, whether it’s from customers, stakeholders, or internal team members. Without consistent feedback, teams can end up iterating on the wrong ideas or moving too far away from customer needs.

How to overcome: Set up regular review sessions with key stakeholders and use tools like surveys or customer feedback platforms to gather insights. Make feedback a central part of your sprint reviews and planning, ensuring the team has a clear direction for improvement.

Adopting agile marketing can offer tremendous rewards, but it’s important to acknowledge the potential challenges along the way. By addressing these common barriers head-on, your team can unlock the full potential of agility and move towards more efficient, creative, and customer-centric ways of working.

If you need some support to get your agile marketing back on track, our team of agile experts can help you review and re-establish your ways of working, and even help create the vital leadership buy-in to need to ensure your agile aspirations are fully realised. Contact us.

October 8, 2024 Jen Gudka Agile Marketing In Practice, Marketing Effectiveness

A/B testing: An agile marketing approach to B2B marketing optimisation

Let’s face it, the B2B world is a rollercoaster. One minute, you’re riding high on a new tech trend; the next, you’re bracing for an economic downturn. It’s like trying to hit a moving target in a fog, and to make things even more interesting, there’s the constant noise of new competitors and a sea of content that’s drowning out your message. Cutting through the noise and being able to relate directly to your prospects and customers is not just a ‘nice-to-have’ but a necessity.

At Bright, we believe the key to success lies in continuous improvement and data-driven decision-making. That’s where A/B testing comes in – the best unkept secret for optimising your B2B marketing efforts in this dynamic environment. It isn’t just about why you apply A/B testing but also how you apply the methodology to make it work.

To test or not to test? That really is the question.

A/B testing, also called split testing, pits two variations of a marketing element against each other to see which one performs better. This could be anything from a landing page headline to a call-to-action button in an email. By statistically analysing the results, you gain valuable insights into what resonates with your target audience.

Here’s why A/B testing is a perfect fit for agile B2B marketing:

Fast iteration: The agile methodology thrives on quick cycles of experimentation and learning. A/B testing allows you to test hypotheses, gather data quickly, and refine your approach based on real-world results.
Data-driven decisions: Forget gut feelings. A/B testing removes guesswork from the equation. You’ll see concrete evidence of what works and what doesn’t, empowering you to make data-backed decisions for better ROI.
Continuous improvement: A/B testing is an ongoing process. As you learn what resonates with your audience, you can keep iterating and optimising your marketing tactics for maximum impact.

A/B testing for B2B marketers

While A/B testing offers a powerful tool for any marketing campaign, the B2B landscape presents unique opportunities and challenges. To truly optimise your B2B marketing efforts, you need to tailor your A/B testing strategy to address the specific needs of complex customers. Here are some A/B testing ideas specifically for B2B marketing:

Landing page optimisation:Test different headlines, CTAs, images, and layouts to see which ones drive higher conversion rates e.g. eBook downloads, demo requests.
Email marketing:A/B test subject lines, email copy, sender names, and send times to improve open rates and click-through rates.
Website Calls to Action:Experiment with different CTA button text, colour, and placement to see which ones get the most clicks.
Social media ads:Test different ad creatives, headline variations, and targeting parameters to optimise your ad spend and reach the right audience.

Test. Process. Learn. Repeat

So, how can you take this one step further and implement the A/B Testing Process into your own marketing efforts? By using the principles and practices of agile marketing, you can take a structured approach to your experimentation, ensuring continuous improvement and positively impact your effectiveness.

Here’s a step-by-step breakdown of the A/B testing process, designed to operate within an agile framework:

Identify a goal: Start with a specific goal you want to achieve,like increasing leads from a particular campaign.
Formulate a hypothesis: What element do you think will impact that goal?(e.g., a stronger headline will increase website sign-ups)
Create variations: Develop two versions of the element you’re testing (e.g.,Headline A vs. Headline B)
Run the test: Split your target audience and expose them to each variation.
Analyse results: After a statistically significant amount of data is collected,analyse the results to see which variation performed better.
Iterate & improve: Based on your findings,refine your marketing strategy and implement the winning variation.

The Bright way

At Bright, we’re passionate about leveraging data-driven insights to optimise marketing strategies. By conducting controlled experiments, we can identify which elements of a campaign are most effective and make data-backed decisions to improve performance.

A recent case study: Social media ad formats

Recently, we had the opportunity to work with a client to determine the optimal ad format for their social media campaign. The client’s goal was to increase engagement and drive conversions.

Hypothesis: Video adverts vs. static image ads

Our hypothesis was that video adverts would outperform static image ads in terms of engagement. We reasoned that the dynamic nature of video would capture attention more effectively and lead to higher click-through rates (CTRs) and conversions.

The experiment

To test our hypothesis, we created two versions of the ad: one with a static image and the other with a short video. Both ads featured the same messaging and call to action. We then split the target audience into two groups and randomly assigned each group to see one of the ad variations.

Outcome: Video adverts triumph

The results were conclusive. The video ads significantly outperformed the static image ads in terms of engagement and CTR. Users were more likely to click on the video ads, watch them, and take the desired action.

Key Insights

Video is a powerful tool: Video content can capture attention, tell a story, and evoke emotions in a way that static images cannot.
Engagement matters: Higher engagement rates can lead to increased brand awareness, trust, and conversions.
A/B testing is essential: By conducting controlled experiments, we can identify the most effective elements of a campaign and make data-driven decisions to improve performance.

Conclusion

In conclusion, this case study underscores the value of A/B testing as a strategic tool for optimising social media campaigns. By carefully experimenting with different ad formats, we were able to identify the most effective approach for our client and deliver tangible results.

The data-driven insights gleaned from this experiment not only inform future campaigns but also provide valuable benchmarks for industry standards. As social media platforms continue to evolve, A/B testing remains a cornerstone of successful marketing strategies. By pioneering innovative approaches and harnessing the potential of data, businesses can redefine their industry and achieve remarkable marketing success.

So, what are you waiting for?

Being a B2B marketer today demands constant adaptation and improvement. By embracing A/B testing as an ongoing process, you can transform your marketing efforts from a guessing game into a data-driven science. This iterative approach empowers you to refine your messaging, optimise your creative assets, and ultimately achieve superior marketing effectiveness. So, don’t be afraid to experiment, embrace the learnings from each A/B test, and watch your B2B marketing efforts soar to new heights.

Ready to take your B2B marketing to the next level? Contact us today and let’s unlock the full potential of your marketing efforts through the power of agile marketing!

September 25, 2024 Alaina Roberts Agile Marketing In Practice, Marketing Effectiveness

Building high performing B2B teams: Powered by agile marketing

The way you work directly impacts the results you achieve.

We’ve seen first-hand how agile marketing can transform teams, making them more resilient and able to achieve better outcomes.

So, we’ve created an exclusive checklist packed with industry insights and practical advice on how to build a high performing B2B team powered by agile marketing. Agile marketing offers a dynamic framework for navigating the complexities of large organisations. By fostering flexibility, collaboration, and data-driven decision-making, marketing teams can not only survive but thrive.

Whether you’re looking to enhance your team’s adaptability or drive better results, this helpful resource is designed to increase impact and inspire new, effective ways of working.

Click here to download the Agile Marketing Checklist as a PDF

At Bright, we’ve supported many B2B marketers to craft a new name for their solution. It can be an expensive mistake if you get it wrong, so if you’d like an expert to support you throughout the process, please get in touch.

August 14, 2024 Alaina Roberts Agile Marketing In Practice, Agile Training and Transformation

FinTech marketing challenges – insights from industry roundtable

We’re at a crossroads, it’s called H2. The numbers aren’t where they need to be, do you persevere or pivot. Persevere and have confidence in your current direction, pivot to respond to the immediate external pressures, or take a moment to step back and reassess. Re-evaluate your current state of play and your goals, and decide whether your strategy is supporting the business goals.

With so many pressures on FinTech marketing leaders right now, what’s your plan?

I recently attended an industry roundtable and wanted to share some of the insights into the key challenges FinTech marketers are facing right now.

Implementation of AI in Marketing

The roundtable discussed the implementation of AI, focusing on the “how” and “where” of integrating this technology. While there is a clear understanding of AI’s availability and potential, the main challenges lie in navigating its vast landscape. Data security and regulatory compliance are critical to any marketing initiative in financial services, given the importance of data access, data sharing, and the protection of proprietary information.

Adapting to Market Changes

Given the current turbulent market conditions, agility in marketing strategies was a key topic. There is a notable gap in the understanding of agile marketing, highlighting the need for education on proactive adaptation rather than reactive measures. The discussion underscored the importance of strategic decision-making—knowing when to pivot and when to persevere. Despite the necessity for immediate results, participants acknowledged that these expectations often misalign with market realities. Budget constraints for testing new strategies remain a significant challenge, but there was consensus on the need for bold investments and calculated risks, alongside smaller-scale testing.

Market Performance and Inbound Inquiries

The first half of the year has seen most businesses struggle, with a notable decline in inbound inquiries. This situation has led to a reassessment and realignment of targets for the second half of the year.

Adoption of MarTech and SalesTech

Adoption rates for marketing technology (MarTech) and sales technology (SalesTech) remain low. There was a robust discussion on the necessity of high-quality data and system interoperability. The group explored strategies to encourage sales teams to adopt new technologies, emphasising the need to clearly demonstrate the value these tools bring to their processes. One innovative approach discussed was the potential launch of a pilot campaign to align marketing and sales teams, ensuring a shared understanding of technology benefits.

Marketing and Sales Alignment

A recurring concern was the inefficiency of lead conversion. A significant proportion of leads handed over to sales teams fail to progress, raising questions about alignment between marketing and sales. With only about 10% of leads converting, the discussion centred on strategies to maintain engagement with the remaining 90% and the cost implications of generating these leads. Effective collaboration between marketing and sales is essential to improve lead nurturing and conversion rates.

At Bright, we help businesses who are at a point when they want to see improvements in their effectiveness, efficiency or engagement but not sure how to move the dial. We believe that it’s the way your teams work that underpins your ability to adapt to change and drive results. 

By adopting agile marketing principles and practices, you can transform marketing within your organisation to boost collaboration, ensure continuous improvement and the become more empowered to demonstrate the value of marketing to the rest of the business.

If you’re interested in learning how to upskill your marketing team, contact us about our FinTech Agile Marketing Training.

August 1, 2024 Lydia Kirby Agile Marketing In Practice, Fintech, Marketing Efficiency, Marketing metrics

Bridging the gap: How agile marketing fuels next-level sales enablement with RevOps

The age-old struggle for alignment between marketing and sales is a well-worn path. Marketing creates fantastic content and engaging campaigns but sales don’t use or support the initiatives. Sales feels relevant sales enablement resources are lacking, while marketing struggles to understand their needs. This disconnect hinders revenue growth; and this is the key point, we’re all in it together, and creates a frustrating experience for everyone involved.

The answer lies in a powerful combination: agile marketing, a robust sales enablement strategy, and the strategic integration of Revenue Operations (RevOps). RevOps takes a holistic approach, aligning sales, marketing, and customer success teams across the entire customer lifecycle.

Building the foundation: communication & alignment

It all starts with open communication and clear alignment. Here’s what you need to establish a solid foundation through RevOps:

Shared objectives & metrics (OKRs/KPIs):RevOps facilitates the creation of common goals for marketing and sales, ensuring both teams understand and work towards the same business and revenue objectives. This fosters collaboration and a sense of shared responsibility.

Cross-functional collaboration:Talk to your sales colleagues, create trust and a closed feedback loop so you can continually improve things, together. RevOps ensures all departments are working together towards a common goal. This includes marketing, sales, customer service, and product development. By breaking down silos and encouraging communication between departments, RevOps can help to create a more cohesive and efficient organisation.

Change enablement communications:Establishing a robust internal communication strategy is essential to ensure employees will engage with changes within the organisations, ensuring anything from the introduction of new technology to a change in strategic direction, is successfully and sustainably implemented.

Consistent communication:Use internal channels (Teams, email, sales meetings) for short, regular updates. Organise events, virtual or actual, where you can mix and mingle and have open dialogue. Highlight content releases, showcase its value, and keep all teams informed on progress towards shared goals.

Data-driven decisions:RevOps champions data-driven decision making. Analyse content performance with marketing automation tools to see what resonates with buyers. Use this data to refine messages and content formats in collaboration with both sales and marketing teams.

Empowering your sales force: The sales enablement arsenal

Agile marketing allows you to adapt and create content that directly addresses sales needs. Here are some key weapons in your sales enablement arsenal:

Competitor battlecards: create one-page summaries that compare your offering against competitors. This empowers sales to confidently address customer concerns and is readily available to sales reps through the CRM or a centralised content library.
Content for buyer roadblocks: Collaborate with sales to identify specific barriers in the sales process and validate through customer feedback. Create content (videos, infographics, interactive tools) that tackles these issues head-on (e.g., how your product streamlines ERP implementation).
Customer advocacy & case studies: Showcase success stories and customer insights. Develop short-form content for emails highlighting the importance of specific topics to your audience, the benefits of working with you, and quantifiable ROI.

Feedback loops: Continuous improvement for sales success

Don’t let content become a one-way street. Utilise feedback loops to gather insights and improve the effectiveness of your sales enablement efforts. Here are a few ways to do this:

Post-demo surveys: Design and deploy post-demo surveys to capture feedback from prospects. This feedback helps understand if the demo addressed their needs and what additional information they require. Sales reps can then use this information for further engagement.
Seller kits: Create pre-made social media posts, messaging templates for outreach, and CRM snippets for easy content integration in the sales workflows. These seller kits ensure consistency and empower sales reps to leverage effective sales enablement content.

Personalisation & nurturing: Tailoring the buyer journey

For high-value accounts, go beyond generic content. Implement Account-Based Marketing (ABM) strategies:

Personalised Web Pages: Create landing pages with the prospect’s branding or logo and highlight relevant client success stories in reports or ebooks. This personalisation fosters a stronger connection with the prospect.
Nurture Flows: Develop multi-channel nurture campaigns with at least seven touchpoints to stay top-of-mind and guide prospects through the buyer journey. Ensure accurate CRM data for effective nurturing and automate much of the nurture process. Regularly review and optimise nurture flows with marketing to maximise their impact.

Optimising personas & filling buyer journey gaps

Analyse your buyer journey to identify areas of underperformance in volume, velocity, and deal value. Here’s how to optimise:

Refine buyer personas: Conduct market research and analyse customer data to ensure your buyer personas are accurate and address the specific needs and challenges of your ideal customers.
Test & nudge: Experiment with different marketing tactics (e.g., email campaigns, social media efforts) to see how they impact prospect conversion.

Embrace experimentation: Start small and utilise an agile approach. Test different strategies and continuously iterate based on data and feedback. These article on experimentation in marketing and the experimentation framework offers valuable insights on building your experimentation strategy .

Tailoring the approach: Recognising team variations

Acknowledge that different teams may have varying needs in terms of content consumption and support:

Less experienced sales reps: May require more social selling support and easy-to-use digital tools. Create targeted training modules and readily accessible social media content templates.
Experienced sales leaders : May benefit more from ABM-focused content and strategies. Ensure they have the right tools and resources for personalised outreach to high-value accounts.

Conduct surveys, focus groups, or interviews regularly and during any discovery phase for campaigns to understand your sales team’s maturity and capabilities. Collaborate with existing sales operations initiatives (e.g., regular sales force surveys) to gather valuable data. Streamline these processes and ensure insights are shared effectively with both marketing and sales teams.

An empowered and united team

By adopting an agile marketing approach, building a robust sales enablement strategy, and leveraging the power of RevOps, you can transform the relationship between your marketing and sales teams.

This fosters collaboration, empowers sales to close deals more effectively, and ultimately drives revenue growth. Remember, it’s not about creating content or campaigns in a silo; it’s about creating a collaborative and aligned approach where marketing, sales, customer success, product and other revenue generating teams work together in perfect harmony to achieve a common goal: exceptional customer experiences and sustainable business growth.

June 11, 2024 Zoe Merchant Agile Marketing In Practice, Leading Change, Marketing Effectiveness

Much debate continues in the B2B world around the value of brand marketing. While some organisations believe you should invest in it, the results are more challenging to quantify than demand generation campaigns, which deliver leads for products and services.

According to a study by BCG*, 99% of B2B marketers agree that trust in their brand is essential. Yet of the companies studied, 44% allocate less than a third of their budget to brand marketing. Reasons for low investment include key stakeholders not seeing the impact and the inability to measure the value.

*Source: 2021 BCG B2B Brand Marketing Study

However, in the same study, when companies were segmented based on their marketing and brand maturity, a correlation was found that indicates that increased marketing maturity leads to higher returns on brand marketing spend. 

The bottom line is that B2B companies that underinvest in brand marketing or invest without a strategic plan are selling themselves short.

This leads us to the question of how can they develop their marketing maturity?

The main challenge the organisations face is looking at marketing spending from a long-term perspective. Creating a long-lasting impact in people’s minds is beyond logos and taglines; it’s about regular conversations with them, building trust and then delivering on their promise.

Brand marketing involves crafting a cohesive brand identity and messaging strategy to promote the brand through various channels like advertising, content marketing, and public relations. However, for the ecosystem to function effectively, brand marketing must be complemented by high-quality products/services and employee satisfaction. These elements contribute to positive brand experiences, fostering customer loyalty and advocacy. This holistic approach strengthens the brand’s reputation, enhances customer trust, and ultimately drives business success.

Regardless of the budget allocated, many organisations still grapple with prioritising short-term or incomplete metrics, leading to uncertainty about the true impact of their marketing efforts. As a result, they may question the effectiveness of their strategies or allocate resources ineffectively, hindering their ability to achieve desired outcomes.

To solve this, we recommend organisations look at the Balanced Scorecard. It provides a useful tool for translating strategy into measures to communicate a company’s vision. Harvard Business Ideas voted it the most influential idea ever presented.

The Balanced Scorecard.

Developed by Dr. Robert Kaplan of Harvard University and Dr. David Norton, the Balanced Scorecard revolutionised organisational performance measurement. Traditionally, companies focused solely on short-term financial metrics, but the Balanced Scorecard introduced non-financial strategic measures for a more holistic view. Kaplan and Norton’s approach, detailed in various publications, emphasises the importance of balancing financial indicators with measures of long-term success. They argue that while financial metrics reflect past performance, a comprehensive approach is needed to guide future value creation in the information age, prioritising investments in customers, suppliers, employees, processes, technology, and innovation.

It starts with four perspectives, i.e. financial, customer-centric, internal processes, and organisational capacity. It asks the organisations to define their goals across these aspects, plan a strategy to achieve them, and then determine the metrics to measure the success.

If your company also focuses on or values another perspective, it must be included in the scorecard.

It sounds simple and intuitive. However, the most critical aspect is establishing a relationship among all these. For example, you need to invest in your internal processes to deliver a quality product or service to your customers and enable you to achieve financial performance. This allows you to define your goals and plan your actions according to them, and then it’s essential to pick the metrics based on these goals and actions. 

Let’s take an example of Company A and see how it can use the Balanced Scorecard to achieve its goals:

These metrics provide a comprehensive view of the SaaS provider’s performance. A strong financial performance, driven by ARR growth and healthy CLV, reflects effective marketing strategies in acquiring and retaining customers. Positive customer metrics, such as high NPS and CLV, demonstrate the brand’s ability to deliver value and build loyalty.

Efficient internal processes ensure that marketing efforts are optimised for maximum impact while investing in learning and growth opportunities for employees, which fosters innovation and keeps the brand competitive. Moreover, by monitoring marketing-specific metrics, the SaaS provider can gauge the effectiveness of marketing campaigns, optimise resource allocation, and enhance brand awareness and visibility in the market. This integrated approach ensures that marketing initiatives contribute to financial success and strengthen the brand’s reputation and market position over time.

In conclusion, as B2B companies navigate the evolving marketing landscape, embracing the Balanced Scorecard offers a strategic compass for long-term success, enabling them to build enduring brand value through consistent, trust-building conversations with their audience.

May 8, 2024 Tamanna Bhatia Agile Marketing In Practice, Marketing Effectiveness, Marketing metrics

Why agile communication is your secret weapon for driving business change

In today’s dynamic business landscape, the ability to adapt and evolve is paramount. This agility extends far beyond product development and market strategy – it’s crucial for your internal communication too. As a communications expert, I see countless businesses struggle with the inertia of traditional communication plans. Let’s explore why agile communication is the secret weapon for driving successful change within your organisation.

The high cost of communication silos

Imagine this scenario: you unveil a ground-breaking new strategy, complete with detailed reports and presentations. Yet, weeks later, you find pockets of your workforce still operating under the old model. This disconnect, the result of a rigid communication approach, can be incredibly costly.

Studies show a direct correlation between poor communication and decreased productivity, employee disengagement, and even higher turnover. When employees are left in the dark about changes, they become anxious, disengaged, and ultimately, less effective.

Building a strategic communication plan for agility

So, how do we break the cycle? The answer lies in a strategic communication plan that prioritises agility. Here are some key elements:

Clearly define Your “Why”: Before launching into “how” the change will work, establish a compelling narrative about the “why.” Why is this change necessary? How will it benefit the company and its employees? Frame the change as an exciting opportunity for growth and development.
Tailored messaging: One-size-fits-all communication doesn’t cut it. Segment your audience and tailor messages to resonate with different teams or departments. Consider their concerns and information needs.
Multiple channels: Don’t rely solely on email blasts or company town halls. Leverage a multi-channel approach that includes video messages, internal social platforms, and targeted Q&A sessions.
Embrace transparency and honesty: Be upfront about challenges and potential roadblocks. This fosters trust and encourages open communication from employees.

Making your communication land and drive change

Agility isn’t just about the tools – it’s about the mindset. Here’s how to ensure your communication lands with employees and drives the change you need:

Two-way street: Communication is a two-way street. Encourage feedback from employees through surveys, focus groups, and open forums. Actively listen to their concerns, address them and adapt where possible.
Emphasise What’s In It For Them (WIIFM): People are naturally resistant to change if they don’t see the personal benefit. Highlight how the change will directly impact them – will it open new career paths, improve work-life balance, or streamline processes?
Leadership visibility: Seeing senior leadership actively champion the change is crucial. Regular updates and “on the ground” engagement demonstrate commitment and inspire confidence.

Measuring & showing value in agile communication

Communication isn’t just about sending messages – it’s about driving results. Here’s how to measure the impact of your agile communication strategy:

Track employee sentiment: Regular surveys and pulse checks can reveal employee attitudes towards the change and the effectiveness of your communication efforts.
Monitor KPIs: Align communication goals with key performance indicators (KPIs). Are you seeing increased adoption of new processes? Are engagement metrics improving?
Showcase success stories: Highlight examples of employees or teams who have embraced the change and achieved positive results. This motivates others and reinforces the value of the change.

Real-world example of communication driving change

Think communication is an afterthought? Think again. Here’s a real-world example of how effective communication has been a key driver of successful change:

Monzo, a UK-based digital bank known for its innovative app and focus on customer experience, faced a challenge in 2021. As they matured from a disruptive startup to a more established financial institution, they needed to adapt their internal culture to maintain their core values and agility.

How Monzo used agile communication to navigate their internal cultural shift:

Focus on transparency and open dialogue: Monzo leadership, led by CEO TS Anil, emphasized open communication. This included regular town halls, “Ask Me Anything” sessions with senior leadership, and an active internal forum where employees could discuss concerns and provide feedback.
Data-driven communication of goals: Monzo presented clear data on market trends, customer needs, and the evolving competitive landscape. This data-driven approach helped employees understand the rationale behind the cultural shift and its importance for the bank’s long-term success.
Redefining the “Challenger Bank” spirit: Monzo recognized the importance of retaining the core values that propelled their initial success. They communicated a redefined vision of their “challenger bank” spirit, emphasizing innovation, customer-centricity, and a commitment to a positive work environment, even as they scaled their operations.
Upskilling and reskilling programmes: Monzo invested in training programs to equip employees with the skills needed to thrive within the evolving culture. This demonstrated the company’s commitment to its workforce and addressed potential anxieties about the changing landscape.
Pulse surveys and focus groups: Monzo conducted regular pulse surveys and focus groups to gauge employee sentiment and identify areas where communication could be improved. This allowed them to refine their messaging and ensure their communication strategy was effectively addressing employee concerns.

The results of Monzo’s agile communication approach were positive. Employee morale remained high despite the cultural shift, and the company successfully retained its core values while adapting to its new market position. This example demonstrates the importance of open dialogue, data-driven communication, and a focus on employee well-being during critical internal cultural changes within a B2B tech company.

From strategy to action

In conclusion, agile communication is not just a buzzword – it’s a strategic imperative for driving positive change within your organisation. By proactively crafting a well-considered internal communication strategy which embraces a multi-channel, transparent, and employee-centric approach, you can ensure your communication lands, inspires action, and propels your business towards successful and effective change.

Want to learn more?

Join us for our webinar on:

Effective and agile communication in leading organisational change webinar
on Tues 30th April at 12pm BST

The session will include a panel of communication experts, who’ll be exploring the role of agile internal communications in driving successful change within organisations.

In the session, designed for B2B leaders involved in change programmes, we’ll be covering…

Linking effective change communication to business success
The cost of communication failures
Developing an agile strategic communication plan
How to ensure communications land with employees and drive the change needed
Measuring & demonstrating value
Examples of where communication has or is driving change

This promises to be a really informative session with plenty of practical takeaways that will help you drive the change you need to achieve your business goals.

Click here to sign up via LinkedIn

April 16, 2024 Natalie Cannatella Agile Marketing In Practice, Leading Change, Marketing Effectiveness

Times are tough, changeable and high pressured for most senior B2B marketers and CMOs. Aligning to business goals and demonstrably driving business growth is more important than ever.

Over the last few years working with senior marketers to deliver greater marketing effectiveness and agility I’ve learnt about and applied the ideas of Revenue Operations (RevOps) with the principles of agile marketing. Agile marketing, the foundation of Bright’s ethos to help marketers demonstrate value through delivering great work; champions adaptability, customer centricity, and efficient collaboration. The introduction of RevOps expands these benefits across all revenue-generating functions, through improved alignment, efficiencies and effectiveness, and quantifiable growth against shared goals.

Before diving into the relationship between agile marketing and RevOps, I’ve identified common indicators that signal the need for a RevOps framework in B2B organisations:

Misalignment between revenue generating functions:
– including Sales, Marketing, Partner & Alliances, Product and Customer Success: Operating in silos indicates the need for the unified strategy that RevOps provides
Inefficient use of data:
If leveraging data across customer touchpoints is challenging, RevOps’ integrated data analytics approach offer a cohesive view for informed decision-making
Inconsistent customer experiences:
Disparate customer experiences suggest a coordination gap, which RevOps addresses by harmonising interactions
Operational inefficiencies:
Manual processes or redundancy point towards the process automation and efficiency enhancements facilitated by RevOps
Difficulty in measuring Marketing ROI:
The inability to directly link marketing efforts to revenue outcomes underscores the need for RevOps’ accountability and clarity.

Lots of firms have these challenges many of them are perpetuated through the organisational culture, the ways of working as well as team and departmental silos. As I share how the integration of agile marketing principles with RevOps, the emphasis on collaboration with the Chief Revenue Officer (CRO), cross-functional teamwork, and a cultural shift towards alignment and collective goal pursuit becomes increasingly significant. These are critical success factors for marketers committed to making an impactful contribution to revenue growth.

Collaborate with the CRO

We all know that a productive partnership between marketing leaders and the CRO is critical for sales and marketing alignment and forms the bedrock of RevOps success. For example, when one of our software client’s CMO and CRO began holding regular strategic sessions, they achieved a unified view of the customer journey, enhancing cross-sell opportunities by 10% within six months. This partnership ensures every initiative is directly linked to revenue, creating a united approach to growth.

The power of cross-functional collaboration

Cross-functional collaboration is a key principle of agile marketing and underpins the success of a RevOps approach, reducing and removing (where you can) silos to create greater cross functional collaboration to continually improve the customer experience. An example from our work at Bright is a project with a global HCM software marketing team that focused on improving cross-functional collaboration to improve efficiencies and formed cross functional agile squads/hubs including their sales stakeholders and product Subject Matter Experts (SME), which led to a 20% reduction in lead follow up times and improved conversion rates by >5%. This collaborative approach and culture ensure all departments are working towards common business goals.

Cultivating a culture of alignment and collective goals

RevOps necessitates a shift towards an alignment and collective goal pursuit are prioritised. Everyone moves in sync and are focused on KPI and OKR that are shared and aligned to the business goals. A Bright client – a continual improvement product and services firm – implemented agile marketing and activated RevOps to define, agree and set common goals and metrics as well as ensuring there was data & reporting to support this approach. This included the CRO, CMO and CFO as well as cascading across the sales and marketing teams. This culture of alignment enabled the organisation to adapt to changing internal and external market factors effectively and meet strategic objectives with greater cohesion.

How to get started

Implementing a RevOps model is a strategic shift that focuses on aligning cross-functional teams and cultivating a culture of shared goals and objectives. For B2B marketing leaders, establishing common goals and KPIs is the first step. This ensures alignment across all teams contributing to revenue generation.

Quick-start Agile Marketing & RevOPs checklist:

Align on objectives and KPIs:
Ensure revenue generating teams such as marketing, sales, and customer success teams agree and share common goals
Review current processes:
Identify gaps in collaboration and alignment
Establish regular cross-functional communication:
Keep all teams informed and engaged
Implement shared reporting:
Use dashboards for transparency and to track collective progress
Pilot small agile marketing projects:
Demonstrate the benefits of agile marketing and RevOps approaches by starting with manageable initiatives such as a pilot customer acquisition or retention campaign.

This approach offers a clear framework for beginning with RevOps, guiding organisations through the early stages of adopting a more aligned and efficient revenue generation strategy.

Integrating agile marketing principles with a RevOps framework is an effective strategy for not only elevating the role of marketing in revenue generation but creating alignment and strategic focus to propel your businesses forward towards its objectives.

April 9, 2024 Zoe Merchant Agile Marketing In Practice, Leading Change, Marketing Effectiveness

The interplay of key components in B2B Agile Marketing

In the high-octane world of B2B marketing, standing still is not an option. Agile marketing is not just changing the game—it’s rewriting the rules. This approach, with its heart set on adaptability and laser-focused on the customer, is propelling forward-thinking businesses into new realms of success. It’s about being nimble, quick, and, most importantly, effective.

So, let’s dive into the nitty-gritty, the bread and butter of agile marketing: epics, user stories, tasks, and deliverables. These aren’t just buzzwords; they’re the gears in the engine of change. Through our adventures in transforming marketing strategies with our clients at Bright, we’ve seen first-hand how these components can revolutionise practices and align with OKRs and KPIs to deliver unmatched value.

The essence of Agile Marketing: Where strategy meets action

The core quartet: Epics, user stories, tasks and deliverables

Epics are the grand visions, the “what ifs” turned into “let’s dos.” They’re ambitious missions tied to the heart of your business goals or defined by the critical functions of your marketing strategy such as lead generation or customer retention.
User stories are the soul of your customer persona, sharing their desires, needs, and aspirations. These stories draw you closer to your audience, guiding bespoke marketing initiatives.
Tasks are where thoughts turn to action. These are the steps that transform user stories from dream to reality, aligned with your epic ambitions. They’re the day-to-day on your Kanban boards, the pulse of progress.
Deliverables are your battle scars and trophies; they’re tangible proof of the journey from concept to completion, marking your path towards conquering your epics. They’re milestones that measure success, learning, and adaptation.

Real success stories

Informa Markets Pharma market leadership: Their leap into agile marketing was based on an epic focused on market leadership. Breaking down this monumental goal into actionable user-stories led to ground-breaking engagement and a dominant position in the pharma industry, surpassing key tradeshow objectives.
Reward Gateway conquering a new segment: They took on the epic of penetrating a new market segment with agility on their side. Focused on “Rapid SME market entry,” they tailored their user stories breaking down their approach into tasks and deliverables that tested, learnt, and adapted, turning feedback into gold and smashing their KPIs.
TECHNIA embracing the virtual shift: The epic was to capitalise on the success of their physical event investment to captivate and grow their audience with virtual events. By weaving the magic of their physical events into the digital fabric, they created user-stories that crafted immersive experiences that not only retained but enhanced the value of their community in the virtual space.

The interplay of components: The engine of marketing effectiveness

Diving deep into the mechanics of agile marketing illustrates the importance of a harmonious interplay between epics, user stories, tasks, and deliverables. These components combined with agile marketing ceremonies, principles and critical success factors to create strategic coherence, responsiveness, and iterative brilliance. It’s about moving with purpose, making every note count, and every action sing. In the end, agile marketing isn’t just a way to do marketing; it’s a manifesto for doing business in the modern world, brilliantly orchestrated for those ready to lead the charge.

March 26, 2024 Zoe Merchant Agile Marketing In Practice, Marketing Effectiveness

Agile Marketing In Practice

The big 6: How agile marketing drives operational success

Our panel discussion with industry leaders uncovered six actionable ways marketing ops teams can deliver efficient, effective, and engaging campaigns

Remove operational bottlenecks: Quick wins

Build a culture focused on growth and experimentation

Effective metrics for high-performing marketing ops

Fostering collaboration and breaking down silos

AI and automation in marketing operations

Preparing for future technologies in marketing operations

Ready to transform your marketing operations?

5 common barriers to adopting agile marketing … and how to overcome them

A/B testing: An agile marketing approach to B2B marketing optimisation