Our game plans are designed for those who want to build resilience and deliver game-changing marketing at pace. One page is all you need to increase ROI and transform your ways of working. Designed as an overview of the 30 minute bootcamp sessions, the topics cover everything from sprint leadership to building emotional connections in B2B.
The perfect tool if you want to optimise your marketing and inject agility without watching a full webinar.
Whether you like it or not, you can’t deny the hype that surrounds Web3, which includes the Metaverse, Cryptocurrency and Blockchain. But how do we as B2B marketers cut through that noise and identify the opportunities for us?
Here at Bright, we’re always looking future forward, scanning the horizon for what’s next and staying ahead of the curve – which is why we’re going to digest the top three things you need to know about Web3 for B2B marketing.
Understanding Web3
History of the internet
To understand what Web3 entails, we must first look back to the beginning with Web1, or ‘Web 1.0’. It was the first iteration of what became the World Wide Web, headed by Tim Berners-Lee in 1989. His idea was to create open, decentralised protocols that allowed information sharing from anywhere on Earth. Web 1.0 lasted between 1990 and 2004, and featured static websites owned by companies, with little interaction between users, leading to it being known as the read-only web.
Fast forward to Web 2.0, from 2004 to the present, where the web has evolved to be read-write, increasing audience participation and engagement. This means that instead of companies providing content to users, they began to provide platforms to share user-generated content and engage in user-to-user interactions, propelled by the explosion of social networking fuelled by sites like Facebook or Twitter.
As more people join the online community, a handful of companies, such as Meta and Google, began to control a disproportionate amount of the traffic and value generated on the web. Web 2.0 also birthed the advertising-driven revenue model, meaning that while users could create content, they couldn’t own it or benefit efficiently from its monetisation. Leading us to Web3 – the next stage of the internet.
The impact of Web3 on marketing
With exciting new developments in technology and how much we rely on the internet, it can often feel overwhelming, trying to navigate the line between what’s relevant and ‘the next big thing’ and what will pass as a short phase. You can already see big brands, such as Unilever, who have utilised Augmented Reality (AR) experiences to showcase a virtual career fair using their ‘Pot Noodle’ brand, replacing its live event, which was cancelled due to Covid-19. On another side of Web3, you can see how brands like Nike or Mercedes have utilised virtual configurators to visualise products with their customisations.
This will have a profound impact on the buyer’s decision-making process, in the near future, moving towards a more personalised and visual hands-on experience, which has become imperative for both B2B and B2C marketing within the past few years.
Data-driven Marketing
One of the benefits of a blockchain, which is a decentralised, public digital ledger that is used to record transactions across desktops, is that there is complete transparency within it. You can see how much crypto a wallet address has and where transactions have been taking place. With some sophisticated analytic research, you could get a relatively clear insight into what your audience is spending crypto on online, and target that accordingly.
So, how can B2B marketers can harness Web3
Cryptocurrency and loyalty
One of the burning questions surrounding those interested in Web3, is how it can be utilised commercially. Cryptocurrency, such as Bitcoin or Ethereum are popular in the B2C market, however, the applications around coin or NFTs as a loyalty mechanism may be more applicable to B2B – firms can establish their own ‘coin’ which can reward loyal clients and employees. This coin could be used in more diverse ways than a loyalty scheme, for example as reinvestment in future projects or joint ventures with clients.
Metaverse and virtual worlds in B2B
An area of value to B2B marketers is the utilisation of virtual experiences to showcase a product or service offering. It can be done in a way as simple as going into Meta’s ‘Horizon Worlds’ platform and designing a virtual store or using Unity’s ‘Unreal Engine’ to create a gamified experience.
How about utilising Web3 within your workplace? You could create a virtual office space to bring team collaboration into the modern age, ditching the typical ‘zoom’ meetings that gained popularity during the pandemic, or even hold a virtual event in the Metaverse.
Forward thinking firms such as Sony are working with pioneering virtual experience firms like, V-gather to create an immersive shopping experience.
Generating leads through the Metaverse
It doesn’t stop there; Web3 can be utilised to create virtual-only services for B2B, such as ads. Advertisement within the Metaverse is something we believe will explode in the coming years, as brands learn more about what possibilities lie ahead, and embark on early adoption so they don’t get left behind. It’s important to note that advertising in the Metaverse is not yet as sophisticated or programmatic as it is in the Web2 landscape.
With innovative updates and features created in the Metaverse, it’s easier for B2B marketers to find leads. The Metaverse is an avenue for B2B marketers to reduce traditional methods of lead prospecting. You can support an end–to–end engagement and commence the marketing process from lead prospecting to customer acquisition and rewards. It’s possible to interact with prospects like never before.
NFTs and gated content as a community tool
One of the hottest trends of 2021 was the hype surrounding NFTs (non-fungible tokens) which are collectable digital assets that link ownership to unique physical or digital items, such as art, property, music, or videos, and are considered modern-day collectables. NFTs could be utilised in a B2B environment by rewarding clients with your native token for using your services, like a loyalty programme; providing real tokens that they can exchange on cryptocurrency exchanges. You could produce an NFT to give to your target audience to access gated content, such as a Discord server, support channels, videos, articles, webinars, and so on, creating a stronger sense of community.
Get started by taking an agile approach
Knowledge sharing is going to be powerful; we’re keen to hear about what you think of Web3, and how you think they can be effectively utilised within the B2B marketing environment, we’ll be sharing our learnings as we venture further with clients.
Bright’s founder and Managing Director, Zoë Merchant, commented:
“With Web3, we’re getting ready for the biggest evolution yet in Customer Experience. B2B marketers need to take an agile approach to testing, learning and building on success to understand how they can harness the power of Web3 to take advantage of immersive and virtual worlds and make good use of the data they can gather to get closer to their customers and prospects.”
One thing is for sure, by taking an agile marketing approach B2B marketers can start small and set hypothesis to test ideas and learn from the data they garner to build on success. A great place to start is to understand your client’s perception and areas they would find beneficial and start to build out immersive customer experiences as well as innovative promotional strategies harnessing Web3.
You’ve got the idea; now how do you make sure it’s successful? This is where effective briefing comes in. The process of briefing sets up your team for marketing success by ensuring everyone has a clear understanding of the what, why and how of the campaign or project. It starts with ideation and ends with validated results – making it an essential part of any B2B marketer’s toolkit. In this blog post, we’ll discuss why good briefing is so important and outline key steps to help you deliver winning outcomes every time.
For those looking for greater marketing agility having good discipline around briefings is key. By following a few simple steps, you can make sure your team is always aware of the big picture as well as the details. This will help them to deliver better results, faster.
So, what are the key steps to take when briefing for agile marketing success?
Set clear objectives
The first step is to set clear and measurable objectives that align with your marketing and business goals, KPIs and/or OKRs. Without these in place, it’s impossible to know if your team’s efforts are having the desired effect. Be sure to involve key stakeholders in this process so that everyone is on the same page from the outset.
Data should be driving your marketing team’s activities. By setting out baselines and KPIs for key performance indicators, you can keep your focus on the appropriate outcomes while giving your team a goal to strive for.
Identify your target audience
Next, you need to identify your target audience. This might seem like a no-brainer but it’s critical to define and prioritise your target market and the personas of decision makers and influencers. For B2B marketers’, audiences can often be narrow with a relatively small number of key accounts they want to target. Part of your briefing process is to understand these accounts and work out what their pains or barriers are, what gains they want to create and their personal and business drivers – then you are able to create a proposition that fits their requirements and use this knowledge in your marketing to test best how to engage your audience. Without this level of detail, your team will have a hard time creating targeted and effective content.
Outcomes vs outputs
When briefing your team, it’s important to focus on the desired outcomes of the project rather than outputs. In other words, what do you want to achieve and how will you measure success? For example, if you’re looking to increase brand awareness, you might measure this by tracking web traffic or social media engagement. By clearly defining the outcomes you’re looking to achieve, you’ll be able to create a more effective brief and ultimately get better results.
Sharpen your brief with experimentation and testing
In order to be most adaptable and agile in your marketing, you’ll need to agree on how you’ll take ideas forward and iterate until you find the most compelling creative approach for your campaign or asset.
The majority of agile marketers focus on a minimum viable approach so that they can rapidly test different ideas, channels, messages, or calls to action. They then use the information gathered from these tests to help make informed decisions and cut down on the overall time it takes to get their product or services out onto the market. You should aim to capture how you want to use experimentation and testing as part of your brief and even start to set some hypotheses to prove or disprove early on to support fine tuning the project or campaign outputs.
Include a call to action
Don’t forget to include a call-to-action (CTA) in your briefing. This could be anything from asking the team to create a piece of content that’s shareable on social media to designing an interactive tool that a prospect can use to calculate the cost or efficiency savings. Without a CTA, it will be hard to drive engagement, generate responses and measure the success of your marketing efforts.
Get a grip on the business case and budget
It’s crucial that B2B marketers can show ROI, so they must be mindful of their budget and how it affects their bottom line. To get the most out of their marketing campaigns, modern marketers should follow a framework that includes small, regular releases of funds to support larger investments down the road. Because money matters are often sensitive topics within companies, especially when facing an economic downturn, it’s essential for marketers to be able to demonstrate the value they bring with every penny spent.
Get sign off
Finally, it’s important to get sign off from key stakeholders. This will help to ensure that everyone is on the same page and buy-in has been achieved for the project. Once you have sign off, you can move forward with confidence, knowing that you have the support of your team and senior management.
Make sure your team is always on the same page by ensuring quality briefings. This will lead to a more agile marketing process, and your employees will thank you later when they see how much better they work and the impact of their efforts.
Recession. Disruption. Uncertainty. It is inevitable, so what are we going to do to ride the wave?
There has never been a better time to act fast to bolster your position and win big. Especially as a technology provider.
As the recession bites, and the covid motivated pivot (and investment) into hybrid working decelerates, many SaaS companies are preparing to enter survival mode, with up to 80% of companies pausing investment in marketing and re-evaluating their spending to make cost efficiencies. Essentially it’s time to ‘batten down the hatches’ and figure out how to survive the storm and (hopefully) emerge the other side. We’re here to tell you… this is a bad idea.
When they go low…
We, as seasoned marketers know all too well, marketing is too often seen as a cost centre to a business and lacks directly attributable metrics to demonstrate revenue generation or customer retention. This makes it vulnerable and it’s easy to cut costs in the short term without truly understanding the long-term impact on both client acquisition and retention – which are both essential to maintain through a recession. Let your competitors take the easy path – cutting costs, activating survival model whilst you take the opportunity to evaluate how best to attract their customers, showing that you are a steady ship – not waivered by the storm and are a safe pair of hands they can turn to when their existing provider has stopped investing in communicating with the market and them! That’s one sure-fire way to make customers feel neglected and lost.
Businesses that demonstrate resilience and spirit will thrive beyond these tough times, showing that they’re invested in developing new products, solutions and services that add value to their customers and prospects during a downturn economy, putting them front and centre of everything they do.
Take away: The winner takes it all, if you can demonstrate your resilience
Brand vs. Lead
We understand that making changes to be more efficient is necessary in times of economic uncertainty and marketing teams will be under scrutiny to deliver more, with less budget, make efficiencies yet deliver more impact, with less resource (and morale) than during buoyant times. This often leads marketers to act erratically – focusing on tactical, short-term gains over long-term growth.
The brand is the lifeblood of technology-providing firms, running through the veins of customer success, business development, communications and most importantly, the sales funnel. If marketers divert their brand-building resources into short term & tactical lead generation in the pursuit of “more leads, and quickly”, then the pipeline will fill with lukewarm, unqualified leads, who want a quick fix, unlike those leads who have been enriched and nurtured through a meaningful and relevant brand-led experience, who understand the full value of your service.
Which lead would you rather have? One that arrives quickly and requires 1% of your service offering, driven by low price and speed of delivery, or one that spends longer in the pipeline and understands the holistic benefits of your service offerings and values your relationship as a longer-term partner?
Erratic lead generation can lead to extreme peaks and troughs in the sales cycle, creating bottlenecks and diverting valuable sales resources from focusing on leads that matter and are qualified. You also risk confusing your target audience at best or at worst eroding or damaging your brand equity and reputation. Steady and intentional always-on brand-building activity will smooth these curves enabling a free-flowing pipeline and a motivated, satisfied sales team as well as focus on prospects and clients that are strategically important to the business.
Neglecting your brand will have a significant negative effect on your long-term business. Yes, we know “If I don’t plug the short-term revenue there won’t be a long-term business”. We aren’t saying don’t do any lead generation, we are saying don’t stop your brand-building activity, it will benefit you significantly in the medium to long term. Lead generation and brand building are symbiotic; you’ll maximise the value of your lead generation activities by running brand building alongside to maintain and enhance your brand in the markets you operate and with your key vendor partners such as Microsoft.
Takeaway: Don’t skip out on brand building in favour of low-quality leads.
Time for change
Don’t keep on, keeping on. Times have changed and so should you. In periods of turbulence, your focus may need to change, and you’ll need to master adapting at pace to stay relevant to your target audience. To ensure that your brand remains valuable, agility is key to success. The Covid pandemic taught us that brands who responded quickly and acknowledged the changing needs and priorities of their customers won hearts and minds and built trust with their clients; as well as engaging their dithering competitor’s customers too. If you don’t keep in touch with your ecosystem’s priorities, maintain trust, and minimise customer frustration they will quickly become disengaged and dissatisfied.
During the height of the pandemic, businesses relied on their providers for guidance and support like never before. This period of global uncertainty enabled strong and more agile businesses to cement relationships and repeatedly demonstrate value to the customer. These relationships will stand the test of future uncertainty if those providers continue to adapt to the market changes and give the reassurance and stability clients need.
Address the elephant in the room, validate your strategies with your clients and prospects, and change when there is a signal for you to change which will create further opportunities to evolve your value propositions, product, and service offerings.
Takeaway: Re-evaluate your target personas needs and keep up with the changing landscape.
Marketing as your recession superpower
The recession is the big red R word, occupying news channels, social media feeds and board room conversations. Yes, it’s going to be tough for everyone. Especially those with licenses to sell and accounts to grow. At Bright, we see a growth mindset and agile marketing expertise as our superpowers, enabling us to reframe situations from ‘oh no’ to ‘what if’ and continually improve outputs and outcomes from marketing investment.
The recession will provide a unique opportunity for savvy B2B marketers to disrupt the landscape, knocking complacent marketers off their game and pocketing their customers and prospects while they look the other way.
Get started by investing in understanding your persona’s needs and building that into a brand-rich marketing strategy to build deep connections and loyalty which will, in turn, deliver better business leads throughout the recession and safeguard and retain your client base as you weather the storm.
Bright injects agility into cutting-edge FinTech’s digital transformation journey
Bright’s client, a leading financial industry operating system, set out on a digital transformation journey to pivot their focus from brand marketing to demand gen. Requiring an agile approach, we helped transform their marketing strategy and achieve their business objectives. Vice President and Global Head of Marketing of the FinTech client, Mitra Roknabadi, joins our Client Delivery Director, Lydia Kirby, to be interviewed by John Cass and share their experience of putting agile marketing into action…
1. Move fast, break nothing
In a digital world time is of the essence – Mitra highlights the importance to “move fast but don’t rush”. The qualities of an agile marketing approach align perfectly with the FinTech client’s company motto: ‘move fast, break nothing’. By beginning to work in a series of iterations, we developed a safe foundation to learn more about their digital audience through listening, testing, and optimising. Bright empowered the FinTech client team to “work at pace and learn, iterate, shift and deliver quickly.”
2. Experts, assemble!
There’s more to agile marketing than the methodology. Mitra recalls how her experience with Bright helped her to see “the full extent of what agile means”. As the campaign developed, both Mitra and Lydia as agile aficionados adapted the team’s approach and toolkit to suit the FinTech client’s needs. Demonstrating the ability to onboard and offboard expertise where needed was paramount to the FinTech client, enabling them to identify how and where they wanted to grow as a business.
3. Planning, doing, and reviewing
Keen to shirk the assumption an agile marketing approach is an impulsive one, Lydia emphasises the “planning, doing, and reviewing” that goes into a project. Bright often work in three-week Sprints to allow ample “time for learning, understanding the subject and iteration”. Project management and instant messaging platforms are key tools to unite siloed teams and enable them to collaborate and respond at pace. It’s the way in which we respond that sets agile marketers apart; having an open mind that something may work better thanpredicted. The review process of continuous self-reflection allows for iteration, optimisation and ultimately, the best of results.
Lydia described her experience with the FinTech client as a “dream, not because they’re simply new to agile marketing”… but because “their scale-up mentality embraced the agile methodology”. Mitra is also confident the campaign experience “will influence what we do as a company” going forward.
As Bright continues to work with innovative FinTech companies, we look forward to delivering fresh, iterative, and data-driven agile marketing approaches, leading the charge to better results, faster time to market, sustainable growth, and the ability to adapt and change at pace.
Net-Zero targets are rightfully ambitious, but they’re doomed to fail if strategies aren’t agile. Our agile guide to help #InvestInOurPlanet
Last year, the UK Government released plans on how it will deliver its Net Zero emissions targets by 2050 including a 78% reduction from 1990 to 2035. Whilst their strategy is ‘ambitious and comprehensive’ if their plans aren’t agile, measured and take an iterative approach, they’re doomed to fail.
This year’s Earth Day, falling on 22 April annually, is themed around nature in the race to net zero with the hashtag #InvestInOurPlanet. At Bright, we believe the best way for governments to plan for climate change is to use an agile approach.
13 going on 35
2035 seems miles away from where we are now, 13 years is a long time in project planning terms, however targets and goals as ambitious as climate action ones, demand special attention. Cities across the globe are setting targets and measuring for the years ahead, however, without monitoring, how are they going to track progress?
Agile methodology manages projects by breaking it up into several phases or sprints. Involving continuous collaboration with stakeholders and constant learning and improvement at every stage. Once the project begins, teams’ cycle through a process of planning, executing, and evaluating thus teams have a natural mechanism for responding to change quickly. Do you see where we’re going with this yet?
Seize the data
Climate targets need to be data driven; however, the data needs to be monitored and used correctly. Agile emphasises the freedom to be daring in concept and tactics whilst also highlighting the importance of data driven insights. The most important aspect of an agile approach is to turn your data into actionable insights.
Try, Fail, Try something different, Succeed
Collecting climate data is all well and good, but if that data suggests or even shows that transition targets have been missed by a large margin then more measures will need to be implemented behind this goal. Equally, if target measures seem to be particularly effective, more ambitious targets could be set to reach goals faster.
This kind of flexibility is important as climate strategies need to be adaptable based on actual results and external shifts that are not yet known. Agile ways of working promote this type of flexibility and retrospective outlook which allows for prioritisation on demand – providing teams with the knowledge of what is most important to work on next.
Some cities around the world are already adapting their climate strategies to make them more agile. Mannheim in Germany, for example will digitise its new ‘Climate Action Plan 2030’ to track measurable data close to real-time via a digital twin. Meaning the city can be more flexible in adjusting milestones to reach targets faster and more efficiently.
Limit risks without risking your limits
Agile methodology is based on the concepts of flexibility, transparency, quality, and continuous improvement. Visibility in project management plays a key role in ensuring targets are achievable and that teams have the resources necessary to attain them. It’s easy for governments to set ambitious targets that make headlines and line manifestos, but if the delivery is deficient due to lack of transparency, the strategies will fail.
The Committee on Climate Change – a group of experts that advise the UK government – called the governments net zero strategy “ambitious and comprehensive” but says the UK government needs to “strengthen delivery” and agree tougher policies. With increased visibility, predicting risks, and coming up with effective mitigation plans become simpler. When working within an agile framework, there are countless ways to identify and predict risks faster meaning it’s easier to plan to ensure that the project runs smoothly, targets are met, and goals are achieved.
So, there you have it, our challenge to #InvestInOurPlanet. While there may be plenty of obstacles in climate change planning, the benefits of agile ways of working, both to governments as well as the planet, are abundant. As the planet continues to evolve and change, strategies on climate change planning need to be agile enough to evolve with it.
If you would like to introduce agile marketing into your project planning, please contact us about our Agile Marketing training or marketing support.
The buzz surrounding FinTech companies keeps growing louder as these cutting-edge businesses introduce innovative ideas to disrupt the financial services industry.
From P2P lending and digital currency to online payments, internet insurance, and self-serve brokerages, FinTech solutions can offer customers more efficiency, convenience, and security than traditional solutions.
Business Insider expects the FinTech industry to grow with a CAGR of 20 percent over the next few years.
Despite growth, FinTech companies face steep challenges
Financial institutions and customers appear eager to embrace new tools. Still, even the best new financial technology must gain visibility in a crowded, shifting marketplace.
Very often, FinTech enterprises need to introduce their brands and ideas to a marketplace that barely understands the problem that needs solving. At the same time as innovators offer new solutions, they also face rapid shifts in their business environments because of changing regulations, competitors, and customer expectations.
FinTech companies don’t just need to produce innovative solutions to help customers. They must also employ their own creative, responsive, and adept marketing processes to remain ahead of a rapidly changing business environment. This demands an approach to marketing strategy and project management that uses agile methodologies.
Successful FinTech companies use rapid, data-driven methodologies to develop and test their ideas to offer the best products and services in this dynamic business environment. Startups and established tech companies must remain agile to cope with rapid and often unexpected changes. Many technical companies rely on Agile development tools to swiftly gather information, test ideas, validate theories, and optimise processes.
Thus, Agile marketing tactics fit the culture and business model of FinTech companies precisely the same way that Agile development tactics do. Developers working within an Agile framework will recognise the core principles of Agile marketing, such as rapid sprints, using an iterative process to develop and test, relying on data-driven ideas and techniques, and a holistic, interdisciplinary approach.
Highlights of why Agile marketing flawlessly suits FinTech companies include:
Responsive to the economic and market context: In the complex and rapidly evolving FinTech market, agile marketing can pivot quickly and relies on data, not assumptions. The interdisciplinary nature of this marketing framework also offers better insights into the broader economic and competitive context.
Complementary to FinTech company culture: Typical FinTech businesses tend to be agile, and very often, use Agile development tools. Employees readily understand and adapt to this adaptable, sprint-based, diversity-inclusive, and engaging style. An agile marketing team already speaks the language of every other team member, including marketing leaders and business decision makers.
Able to scale: Agile marketing’s focus on automation and efficiency helps clients scale as businesses evolve and grow. Agile marketing tactics don’t just scale quickly. They also encourage business growth, making scaling more possible, finding new ways to reach potential customers.
Suitable for the unique demands of FinTech: FinTech businesses constantly upgrade and improve products with new or improved features. Agile marketing can keep up with this level of dynamism. Besides offering insights about the best way to communicate changes to customers, these marketing approaches can help developers learn what to change or leave alone.
As B2B FinTech grows to catch up and keep pace B2C FinTech, B2B FinTech companies will need to reach B2B Companies. This needs an approach to B2B marketing that continuously improves their digital marketing and that guides modern B2B buyers towards a purchase decision
Agile Marketing: FinTech can’t wait
Santander provides a great case study of how even established financial services firms can implement agile marketing approaches. Santander shortened campaign cycles into ‘sprints’ and used daily ‘huddles’ to dynamically adjust priorities based on performance. This allowed Santander to create more adaptable campaigns that make better use of budget. Besides taking inspiration from best practice in Silicon Valley, Santander’s agile marketing approach has aligned the marketing part of their business with IT development methodologies.
Fintech companies cannot afford to wait for weeks to adjust or broadcast their marketing messages. They need tangible results fast, together with the capacity to learn from experience. Zaptino – working with Bright – used data-driven audience insight and a rapid, iterative approach to optimise key messages. In just six weeks, they were able nurture investors towards conversion that delivered over £125,000 in investment, as well as building a pipeline of longer-term opportunities.
Agile marketing relies on continuous streams of data analytics, automated processes, rapid tests, frequent evaluations, and a series of iterations. Here at Bright, we’re excited about the future of FinTech and understand the challenges our clients face. Our unique marketing methodology and technical capabilities help FinTech companies enjoy rapid growth and profits because they employ the same agile tactics that our clients use to produce new solutions.
Discover more about the intersection between agile marketing and FinTech as Bright’s client delivery director, Lydia Kirby, will be appearing as a guest panellist at this years Fintech B2B Marketing Conferenceon the 27th of April. Lydia will be sharing her FinTech industry insights and agile marketing expertise on the topic of ‘Winning B2B data-driven marketing strategy is the next new normal’.
Bright explores how agility, curiosity, empowerment and spirit can #Breakthebias
Beyond hashtags, inspirational videos and moving quotes, celebrating International Women’s Day should serve as a reminder of the ongoing effort and change that is still needed to bring true equality and equity to women in society. As a female led business Bright place diversity at the heart of our business. Zoe Merchant, Bright, Managing Director comments “We, as marketers, whose profession it is to create awareness, drive change and make an impact, have the power to tackle biases and discrimination that permeate our much evolved yet still opinionated society.”
Unconscious bias and systemic prejudices are innate traits of the human being which affects opinions, decision-making and actions. But we believe that by challenging the status quo and testing preconceptions we can disrupt mindsets and create positive change in the workplace, our society and in culture, day after day.
“None of us will see gender parity in our lifetimes, and nor likely will many of our children. That’s the sobering finding of the Global Gender Gap Report 2020, which reveals that gender parity will not be attained for 99.5 years,”Global Gender Gap Report 2020.
As pioneers of agile marketing, we apply the same methods we use for our strategies to our approach to diversity and equality within the work we do. We’re focused on proving how an agile approach to all areas of business, combined with a culture of empowerment and a diverse workforce fuels operational capability as a business and helps us remove the limitations of bias in marketing both for Bright and for our clients.
Our business values of agility, curiosity, empowerment, spirit, encompass our commitment to breaking the bias.
Break the bias with Agility
As a collective of agile marketing practitioners, the discipline of research, test and validate; learning and improving goes beyond our approach to marketing strategy. We know that diverse talent and influences contributes to a richer pool of experience where positive friction allows us to challenge the norm to embed new ways of working and test new methods to achieve results.
At Bright, we pride ourselves on embracing flexibility to attract and, most importantly, keep a diverse and talented team. Zoe Merchant comments, “At Bright, we respect, challenge and nurture each other to ensure our marketing and campaign strategies are creative, innovative, and rooted in validated concepts.”
Break the bias with Curiosity
As part of our agile approach at Bright, we’re to always examine the bigger picture and understand its origin and trajectory with a methodical approach. The environment we find ourselves in shouldn’t mould us into accepting facts at face value. Scrutiny and curiosity should challenge and fuel our perspectives, we should continue to ask ‘why’ to understand the details that will allow for improvements. Interrogating the data will help to set us free from legacy and unconscious bias. Marketers need to move away from vanity metrics and set robust KPI through measuring what matters. Only then can we drive change by making more educated and insightful decisions.
Break the bias with Empowerment
Remaining data and insight driven is how marketers have comprehensive knowledge of the state of the market and the audience mindset before planning any strategy. We believe that acquiring an agile, innovative, and creative mindset can help us connect with a more diverse audience and offer more far-reaching solutions. It’s also important to ensure unbiased segmentation as well as considering any unconscious or conscious bias in market & brand positioning. At Bright, we believe that empowering our team to interrogate the status-quo and ask difficult questions helps us to discover new opportunities, tackle market or brand stagnation and achieve faster growth.
“Gender-diverse companies are 21% more likely to experience above-average profitability and boost productivity.”
– McKinsey
Break the bias with Spirit
We’re continually aiming to expand our team’s demographic diversity – diversity of experience and opinion is valuable and helps overcome stale assumptions and challenge conventional thinking. Working as a team towards common goals, we strive to maximise outcomes through innovative solutions, never letting preconceptions and ideologies hold us back. Zoe Merchant comments, “Liberating ourselves from bias helps Bright craft agile marketing strategies and campaigns that better connect with target audiences and deliver a positive impact.”
“Diverse teams are more innovative—stronger at anticipating shifts in consumer needs and consumption patterns that make new products and services possible, potentially generating a competitive edge”
– McKinsey
The Brighter Way
As a female-led business, we celebrate diversity not only within Bright, but also by partnering with likeminded organisations who advocate for minority groups to have equal opportunities and celebrate the success of women and minorities across the business and leadership landscape. Bright is an active member of WEConnect, a global network that connects women-owned businesses to corporate buyers around the world who are committed to diversity and inclusion. Being a member of WEConnect allows us to tap into the talent of creative and entrepreneurial women and access business opportunities from organisations who are aligned with our values. At Bright, we celebrate diversity across all intersections, not limited to gender. Zoe Merchant has been selected for two years running as a member of the 40 over Forty List, celebrating the talent and experience of over 40’s in the advertising, marketing and media industry.
All marketers benefit from creating an inclusive environment around agility, empowerment, curiosity, and spirit resulting in creating better, more effective marketing. We enjoy challenging the status quo, testing to validate new, diverse approaches and measuring performance through audience response. Through iterating to continually improve we achieve viable and impactful agile marketing, endorse our talented team, and break the bias.
The future of work has been completely reshaped as a result of the pandemic. Both employers and employees have been awakened to the advantages of virtual and home working, but this has also thrown up its own challenges including ‘the great resignation’. But for marketing agencies, adopting an agile approach is one of the ways they can manage some of the workforce challenges caused by this seismic shift.
Agile marketing is no longer a niche methodology for marketing organisations. Our own 2021 annual survey found that over 50% of marketers are adopting agile marketing to respond faster and build resilience. More and more organisations are adopting agile marketing principles, and the gap between those that do and those that don’t is going to get bigger as a result. Marketing organisations who adopt agile are better placed to adapt to changing circumstances, whether that be external factors influencing a campaign, or internal factors impacting the running of your business.
The great resignation
Agile practices will be needed to handle the talent shift many industries are currently going through, including marketing. Internationally, a staggering 41% of the global workforce was considering leaving their employer in 2021, according to the 2021 Work Trend Index by Microsoft.
In the UK, the number of job vacancies rose to a record high of 1,102,00 between July to September 2021 according to Accenture Fjord Trends 2022. In particular, agile marketing expertise are scarce because it is still a relatively new concept for marketers.
It may be considered smarter to build this agile capability internally, so organisations can benefit from cross functional and capability-based teams, whilst building a growth mindset culture with their teams. Marketers need a productive and empowering environment that encourages development and entices them to join or stay in your organisation. Investing in agile marketing training and embedding new ways of working can make you a destination employer making recruitment and retention that much easier.
Hybrid working
As we begin to learn to live with Covid-19, it is clear that hybrid working is here to stay as the benefits are obvious and favourable for both employers and employees. While working from home has its work-life balance advantages, some employees also miss bonding with colleagues and access to mentors, especially those in their early careers. Agile marketing helps marketing teams adapt to this new normal both in terms of processes and in the implementation of new tools. Agile working practices help to break down barriers between employees and traditional ways of working, enabling teams to work at their best and most efficient. These agile working practices accelerated by hybrid working will attract new generations of top talent.
Forever transforming
Change is a constant. Agile marketing doesn’t just mean that you can respond and adapt quickly to change, but it gives you new ways of working that equip you to handle business transformation of all kinds.
Agile marketing principles encourage marketers to only plan to a level sufficient to ensure effective prioritisation and execution so that they can quickly adapt to anticipated change. Other principles include organising in small, cross-functional teams where possible and learning through data and experiments rather than relying on opinion or past experience, all designed to enable marketers to respond and adapt to new developments and constant change.
Empowering teams
Agile marketing can also help with staff retention as it helps create empowered individuals and teams, and empowered individuals are less likely to quit. The fifth principle of agile marketing according to the agile marketing manifesto is ‘build marketing programmes around motivated individuals and trust them to get the job done’. As teams mature in their application of agile marketing, they become more confident and empowered to make decisions autonomously.
Dan Meek, CEO at global leadership consultancy, LIW, follows this rule with both his internal team and clients, “we encourage our leadership clients to adopt agile principles to help create the right conditions for their teams and their business to succeed.”
Agile isn’t the future, it’s now
Currently the marketing industry is being heavily impacted by these significant changes to how people are working. But by adopting agile marketing principles, organisations can set themselves up to manage and adapt to ongoing and different types of change, whatever that change may be.
Jim Ewel, Founder of the Agile Marketing Manifesto summarises:
“We’re currently experiencing a period of intense change and disruption which some marketing organisations may struggle to survive. But organisations that embrace agile marketing methods are the ones who are most likely to succeed now and, in the future, as they will be more efficient, more customer focused and able to adapt to whatever challenges they may be faced with.”
We asked the big questions about the challenges and opportunities that marketers have faced throughout 2021, and you answered. Our smart team at Bright have analysed the responses from the survey to understand the business landscape that marketers face, and how agile marketing and transformation can guide us into 2022.
Three key insights emerged from Bright’s annual marketing survey results:
Powering up MarTech - Harnessing the potential of technology to optimise your marketing
Saturated digital landscape - Cutting through the digital noise to resonate with your customer
Skills scarcity - Developing the skills to keep pace with transformation
Our services
On the back-foot when it comes to demonstrating results and performance? We’ll give you a leg-up through embedding new agile ways of working.
