The same concept of agile mapping applies to digital marketing; however, many marketing agencies still operate with a firm timeline of goals and deliverables that are established at the very beginning of a program, and lack the practice of adapt and reposition based on changing client needs and competitive environments.According to AgileMarketing.net, an agile approach to marketing values:Responding to change over following a planRapid iterations over Big-Bang campaignsTesting and data over opinions and conventionsNumerous small experiments over a few large betsIndividuals and interactions over target marketsCollaboration over silos and hierarchyBy implementing an agile approach, marketing teams and agencies are able to improve speed to deliver on high-impact results and gain adaptability based on results of these shorter sprints.What we found were three undeniable benefits for our clients: 1 – Better ResultsWhen we re constantly testing short-term sprints, the ability to understand the way in which our audience responds is achieved at a much faster rate.2 – Smaller Wins Along the Road to a Greater ObjectiveWe work directly with marketing professionals at many levels: VPs of Marketing, CMOs, Marketing Managers, Content Managers; all of which have a responsibility to keep stakeholders updated on progress and their marketing budgets return on investment.This can be particularly challenging for larger, more long-term objectives where an end deliverable or result is months away from fruition.3 – Ability to Change Course QuicklyWhen client s first sign an agreement with an agency, there is some discovery completed to determine what the best mix of services and approaches will be to help the client reach their goals.
Yet another couple of high-ranking employees at the beleaguered social media company are reportedly spreading their wings and flying away — this time, it s Jana Messerschmidt, the head of business development, and Nathan Hubbard, head of media and commerce.Still, Messerschmidt and Hubbard s decisions constitute the most significant personnel news to emerge since four Twitter VPs left the company back in January.Messerschmidt, whose six-year tenure at Twitter made her one of the few remaining executives who could recall the pre-IPO time period at the firm, has played a key role in developing Twitter s partnerships with major names like IBM, Salesforce, and Google.And as for Hubbard, who was the CEO of Ticketmaster before he joined Dorsey s team, sources say that the tech veteran is looking to start a company of his own.1 A tweetstorm on why I joined Twitter, why I love Twitter, and why I've decided to leave Twitter next month:— Nathan Hubbard @NathanCHubbard May 26, 2016In a series of tweets, Hubbard explained the thought process behind his departure, tweeting, There are no words to express the gratitude I feel to the human beings I got to connect with at Twitter, colleagues present and past.While it is unclear as to what Twitter s long-term plans are for the newly vacated positions, for the time being, Messerschmidt and Hubbard s positions will be rolled into the responsibilities of Ali Jafari, who currently heads revenue in business development.
From these interactions over a mere several hours, I discovered two main differences between WEB and the normal boys club startup events that have unfortunately become customary.Although I certainly didn t have a chance to meet every attendee, the ones I spoke with – and overheard speaking with one another — were driven by similar traits as other entrepreneurs: passion and hunger.They never started with how revolutionary or ground-breaking the company is, its impact on the industry, the amount of funding raised, or who the biggest customers were.For example, a woman I spoke with before the event told me she had created her company Cocosine, which offers frozen food products focused on healthy, responsibly-sourced ingredients as part of kids dining options at school cafeterias, because she was fed up no pun intended with what children were being served at school.In my experience with networking, male founders of early-stage startups will rarely reveal their challenges it s all good because, in their eyes, it s a sign of weakness.The protectiveness may break down eventually, but it initially costs time and energy on both sides.The women I met, however, were candid and unapologetic about the issues they re facing and were receptive to giving and getting advice.Of our five largest clients, three have either female CEOs or VPs leading the charge at their organization.We understand the existing community to support female entrepreneurs is growing, but as consultants and leaders, we have to do a better job of using our knowledge to help women continue to make their mark in the startup world.
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