Why agile marketing is the future of digital advertising

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Integrate social media moderation

There is a clear answer -- to combine social media moderation with a brand management system. Social media moderation is a powerful and rapidly accelerating practice. It has moved on considerably from the early days of reactive moderation of forums by PR interns to spot or react to a crisis. Now, a properly run social media program is a fully staffed or agency-run full-time operation. Operatives on a single brand or product can number in the several dozens and be deployed 24 hours a day, seven days a week. Operatives have to be well trained, articulate, and passionate about their subject. They must proactively join conversations across Facebook, Twitter, LinkedIn, and more on behalf of the brand by providing responses to consumers, multiplying discussion and campaign reach, guiding consumers to relevant resources, listening to opinion, and capturing sentiment.

More and more, the press is starting to take note of exceptionally well run social programs. Almost daily, advertising and business trades point to companies and brands that are a cut above in their efforts. And when a program is so effective that a traditional outlet such as Forbes pens a piece lauding the responsiveness of a video game's Twitter team, the irony is electric.


 
Social media moderation of this nature should be integrated into the ongoing brand management systems operated by major brands, rather than being a piecemeal or separate activity. It means the brand has a voice and an ear, but both are still on brand. It effectively creates the Holy Grail -- real-time brand management. It's "always on" while still being always on brand. Additionally, it also closes the gap, bringing brand managers and digital marketers together directly. However, the opportunity does not stop there.

 

Comments

Simon Ward
Simon Ward September 4, 2012 at 4:50 PM

Hey Greg,
Thanks for the detailed and relaly considered psoting - appreciate the good feedback and agree with you. love the comment around synchronising work without the BS - it's a cultural and working process change both agency and client side to make it happen.
Good luck and on we go!
Simon.

Greg Morell
Greg Morell September 1, 2012 at 6:56 PM

I really appreciated your post and the comments as well. I agree that Social is the poster-child for Agile Marketing. Getting brand management (and really all marketing functions) to learn to leverage Social is a good first step. But as you state, that is only a first step, and while Social might be a catalyst for larger behavioral and cultural changes in how marketers and agencies work, its going to take a real effort to bring true agility to how the work gets done.

We at AgencyAgile are developing Agile collaboration frameworks that create the right environments and behaviors to bring better, more efficient, and more meaningful coordination and communication between marketing functions (brand, media, web, social, CRM, search, etc.) and agencies.

One of the challenges of getting to true Agile Marketing is that each discipline and marketing agency works in its own rhythms and cycles. Each marketing function, each agency, is both a producer of ideas and information as well as a consumer, both push and pull, within a brand's marketing ecosystem. We are developing a set of common Agile communication and planning methods that all parties can use to provide and consume the right information, in the right way, at the right time.

What we endeavor to do is to synchronize the work efforts without a lot of BS and wasted documentation; and to actually reduce the overhead required to manage the communications that we see in today's silo (by function) teams. We strive to make collaboration useful, while driving down time-to-market, and reducing risks from "big bets.”

As you state, the market is moving much faster now, and we need to speed up our abilities to inspire (plan), execute (produce), and inform (gather intelligence). The key to getting the entire ecosystem becoming more Agile is to create a framework that supports really valuable collaboration yet allows each function or agency participate in a way that compliments their own creative/production processes; and an environment that celebrates the creativity and talent of the team members (but not as individuals, as a team?)

Getting this right is really important.

Simon Ward
Simon Ward August 15, 2012 at 10:35 PM

Hi Will, thanks for the comment and glad you agree with the article, much appreciated! I'll be sure to check out "Little Bets" as i was not aware of it but sounds spot on. I do agree, while the subject of agile Marketing is growing, it;s actually easier to "get" the meaning of the term but much harder to put it into practice ... the key without doubt is changing the culture and mindset as well as the processes in many large companies.
Thansk again and stay in touch!
Simon.

Will Price
Will Price August 15, 2012 at 8:20 PM

Simon, at Flite we completely agree with your approach. In May, we hosted Flite's Agile Marketing Summit and had a keynote from Peter Sims, the author of Little Bets. Peter's a real leader in thinking through the application of agile, iterative approaches and the book is a Flite "Bible" on how to frame the issues.

Waterfall marketing is misaligned with the pace, cadence, and real-time nature of today's world. Moving, like developers, from water fall to agile is fundamental to improving the value of marketing. The big questions are organizational in nature - how do ecosystems calcified along serial, water fall processes break and reform along more agile lines?

Thanks for thoughtful post.