The Four P’s of Building an Interactive Marketing Team

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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.

Text of The Four P’s of Building an Interactive Marketing Team

  • 1. The Four Ps
    Of Being Interactive
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2. Agenda
Why are we talking about this?
Why am I talking about this?
Challenges of interactive team building
Four Ps and common failure points
36 questions to ask yourself
Discussion
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3. Why are we talking about this?
Trends
Shift since early 90s
Economy driven acceleration
Traditional marketers adding interactive
Expansion of interactive roles
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4. Why are we talking about this?
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The typical 1990s interactive team
5. Why are we talking about this?
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  • Business development

6. Account management 7. Project management 8. Account Strategy 9. Business analyst 10. Information architect 11. Analytics 12. Paid Search/display 13. SEO 14. Graphic designer 15. Art director 16. Associate Creative 17. Creative Director 18. Copy writing 19. Flash designer 20. RIA developer 21. RIA architect 22. Technology manager 23. .NET developers 24. Java developers 25. PHP developers 26. Architect 27. Development managers 28. Insights/research 29. Social media 30. Q&A 31. Emerging technologyThe 2010 interactive team
32. 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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33. 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
ClientsCant Live With Them, Cant Shoot Them
The bridge is long and wide between traditional marketing and interactive marketing WilSchroter, Blue Diesel Founder
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34. Four Ps of Interactive
Process
Platforms
People
Planning
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35. 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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36. Process
Process = Execution
Ideas are a multiplier of execution* -Derek Sivers, Sivers.org
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37. 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 = 5GOOD IDEA = 10GREAT IDEA = 15BRILLIANT IDEA = 20NO EXECUTION = $1WEAK EXECUTION = $1000SO-SO- EXECUTION = $10,000GOOD EXECUTION = $100,000GREAT EXECUTION = $1,000,000BRILLIANT EXECUTION = $10,000,000To 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.Thats why I dont want to hear peoples ideas.Im not interested until I see their execution.* Derek Sivers, Sivers.org
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38. 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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39. Common Process Failures
Project management
No PMs or no PM function
PMs lack appropriate balance of marketing/technology understanding
Project managers are given responsibility but not authority
No resource planning/allocation (traffic)
PMs arent client facing
PMPs often struggle (personality dependent)
Lack of billable or utilization standards
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40. Common Process Failures
Account Service
The more creative and strategic the less process driven
Failure to say no or I dont 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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41. Common Process Failures
Creative
Lack of focus on business goals
Effort isnt 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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42. Common Process Failures
Business Development
We wont work with anyone who wont 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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43. 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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44. Common Platform Failures
Failure to identify whats in
Failure to identify whats out
Failure to have partners to handle whats out
Failure to have deliverables-based processes with partners
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45. People
I dont 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 well figure out how to take it someplace great. (Good to Great, Jim Collins pg 41)
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46. 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 (whats 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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47. 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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48. 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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49. 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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50. Common Planning Failures
Lack of process, no whats in, whats out on platforms and not having the right people.
What are we doing?
How are we doing it?
What are we doing it with?
Whos doing it?
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51. 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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52. 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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53. 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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54. Questions To Ask Yourself
Do our PMs have the marketing/technology understanding needed in the role?
Do our PMs have the authority they need to get projects on track?
Do we have an adequate resource planning/allocation?
Do our PMs have the client facing time nee