the four p’s of building an interactive marketing team
DESCRIPTION
The presentation outlines the Four P\’s of building a successful interactive marketing or digital marketing team along with outlining the common failure points in each "P". Also included are questions you can ask yourself if you are having difficulty building a successful interactive marketing team.TRANSCRIPT
© Copyright 2010 – TeamBuilder Search, LLC
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The Four P’s Of Being Interactive
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Agenda
• Why are we talking about this?• Why am I talking about this?• Challenges of interactive team building• Four P’s and common failure points• 36 questions to ask yourself• Discussion
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Why are we talking about this?
• Trends– Shift since early 90’s– Economy driven acceleration – Traditional marketers adding interactive– Expansion of interactive roles
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Why are we talking about this?
The typical 1990’s interactive team
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Why are we talking about this?
The 2010 interactive team
-Business development-Account management-Project management-Account Strategy-Business analyst-Information architect-Analytics-Paid Search/display-SEO-Graphic designer-Art director-Associate Creative-Creative Director
-Copy writing-Flash designer-RIA developer-RIA architect-Technology manager-.NET developers-Java developers-PHP developers-Architect-Development managers-Insights/research-Social media -Q&A-Emerging technology
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Why am I talking about this?
• Owned, built, managed and sold successful interactive company
• Attempted integration of interactive company into traditional company
• Talk to interactive/integrated marketers every day from all across the USA
• Advisor• Future boondoggle hall of famer
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Challenges of Going Interactive• Potential book titles– “Who Keeps Moving The Cheese!”– “I Live in Dog Years”– “Marketers are from Venus, Technologists Are
From Mars”– “Clients…Can’t Live With Them, Can’t Shoot
Them”– “The bridge is long and wide between traditional
marketing and interactive marketing” – Wil Schroter, Blue Diesel Founder
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Four P’s of Interactive
• Process• Platforms• People• Planning
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Process
• Much more “production” heavy than traditional projects
• “If you can't describe what you are doing as a process, you don't know what you're doing.”
-W. Edwards Deming
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Process
• Process = Execution• “Ideas are a multiplier of execution”* -
Derek Sivers, Sivers.org
“To me, ideas are worth nothing unless executed. They are just a multiplier. Execution is worth millions.”*Explanation:
AWFUL IDEA = -1WEAK IDEA = 1SO-SO IDEA = 5
GOOD IDEA = 10GREAT IDEA = 15
BRILLIANT IDEA = 20NO EXECUTION = $1
WEAK EXECUTION = $1000SO-SO- EXECUTION = $10,000GOOD EXECUTION = $100,000
GREAT EXECUTION = $1,000,000BRILLIANT EXECUTION = $10,000,000
To make a business, you need to multiply the two.The most brilliant idea, with no execution, is worth $20.
The most brilliant idea takes great execution to be worth $20,000,000.That’s why I don’t want to hear people’s ideas.
I’m not interested until I see their execution.
* Derek Sivers, Sivers.org
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Common Process Failures
• Process development– Processes are not documented– Lack of “deliverables” driven process– “Exceptions” are the “rules”– Processes are created but not adopted or
enforced– Processes made without collaboration
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Common Process Failures
• Project management– No PM’s or no PM function– PM’s lack appropriate balance of
marketing/technology understanding– Project managers are given responsibility but not
authority– No resource planning/allocation (traffic)– PM’s aren’t client facing– PMP’s often struggle (personality dependent)– Lack of “billable” or “utilization” standards
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Common Process Failures
• Account Service– The more “creative” and “strategic” the less
process driven– Failure to say “no” or “I don’t know, let me check
with the team to see what this change does to cost and timelines” or “Just about anything can be done with enough time, resources and money” compromises whole team and the profitability of the initiative.
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Common Process Failures
• Creative– Lack of focus on business goals– Effort isn’t constrained by budget – Aversion to best practices (user experience)– Design not informed by visitor behavior– Technical requirements overlooked– Developers set up for failure because timelines are
missed
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Common Process Failures
• Business Development– “We won’t work with anyone who won’t work
with us!”– No minimum budget (for new clients)– Too many new accounts are “investments or loss
leaders”– No answer to the question “who are we and what
do we do and what does it cost?”
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Platforms
• Too many tools, languages and technologies to be good at them all
• "Those Who Stand For Nothing, Fall For Anything" - Alexander Hamilton
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Common Platform Failures
• Failure to identify “what’s in”• Failure to identify “what’s out”• Failure to have partners to handle “what’s
out”• Failure to have “deliverables-based” processes
with partners
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People
• “I don’t really know where we should take this bus. But I know this much: If we get the right people on the bus, the right people in the right seats, and the wrong people off the bus, then we’ll figure out how to take it someplace great.” (Good to Great, Jim Collins pg 41)
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Common People Failures• Lack of clarity on processes and platforms makes it
hard to even find your bus• Not properly staffing the major talent needs– Strategy (what are we going to do?)– Planning (how are we going to do it?)– Creative (what’s it going to look like and act like?)– Technology (How are we going to get it to work?)– Project Management (How are we going to get it done
on time and in budget?)– Account Management/Business Development (How are
we going to have enough stuff to do?)
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Common People Failures
• No clear processes around recruiting functions– Identification– Qualification– Recruiting
• Getting wrong people on the bus • The right people leave the bus stop before you
pick them up• Believing everyone wants to get on your bus
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Common People Failures
• Denial that there is a war for top interactive talent
• Failure to invest in culture– Poor implementation of process, platforms,
people, planning causes attrition– Team building and personal development activities
overlooked
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Planning
• “Good fortune is what happens when opportunity meets planning”
– Thomas Edison
• “He who fails to plan is planning to fail” – Winston Churchill
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Common Planning Failures
• Lack of process, no “what’s in, what’s out” on platforms and not having the right people….– What are we doing?– How are we doing it?– What are we doing it with?– Who’s doing it?
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Common Planning Failures
• No separation of “planning” and “project”• Not including the “right” people in the kickoff • Not excluding the “wrong” people in the
project or campaign
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Organizational Failures
• Innovation is consciously or subconsciously sabotaged by fear, pride or kingdom building– The past is not the past and egos are not left at
the door– Advertising, PR, Media all want to own or control
“interactive”– Founders/owners not letting go
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Questions To Ask Yourself
• Do we have processes and are the processes documented?
• Do we have a “deliverables” driven process?• Do we have many “exceptions” as “rules” in
my current processes?• Have our processes been adopted? • Did we involve the right people in building my
processes?
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Questions To Ask Yourself
• Do our PM’s have the marketing/technology understanding needed in the role?
• Do our PM’s have the authority they need to get projects on track?
• Do we have an adequate resource planning/allocation?
• Do our PM’s have the client facing time needed to be successful?
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Questions To Ask Yourself
• Can our PM’s handle the dynamic nature of our environment?
• Do we have “billable” or “utilization” standards?
• Are our account people saying “no” or “let me check” often enough?
• Does our creative team stay focused on business goals?
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Questions To Ask Yourself
• Does our creative team understand that budget drives output?
• Do we implement best practices around user experience?
• Is our design informed by visitor behavior• Does our creative team work within the
technical requirements mandated for the project?
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Questions to ask yourself?
• Does our creative team work within the technical requirements mandated for the project?
• Do we give our production team enough time to be successful?
• Do we know have an ideal client profile? • Do we know what is the minimum budget we
must have to be successful?
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Questions To Ask Yourself
• Are we taking on too many “loss leader” clients?
• Are we getting to “no” fast enough with clients?
• Do we know “what’s in” on platforms?• Do we know “what’s out” on platforms?• Do we have partners for “what’s out”?• Do we have “deliverables-based” processes with
partners?
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Questions To Ask Yourself• Do we have our processes and platforms in
place so we know what we are looking for in candidates?
• Where are we strong and where are we weak in strategy, planning, creative, technology, project management and account service/business development?
• Do we have “scorecards” in place to identify what we are looking for in each position?
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Questions To Ask Yourself
• Are all the appropriate stakeholders aligned on the “scorecards”?
• Do we have an evidence-based candidate qualification process in place to judge candidates?
• Do we react quickly enough to not lose great candidates to competitors?
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Questions To Ask Yourself• Do we have adequate separation of
“planning” and project (i.e. are we getting enough information early enough to know what we are going to do and how much it is going to cost?)?
• Are we including the right people in the kickoff meetings?
• Are we including the wrong people in the project or campaign?
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DiscussionWant to learn more about building a successful interactive marketing team?
Want us to speak at your next event?
contact:Mark Whitman
[email protected] (direct)
740-513-6164 (mobile)
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