Agile marketing is basically related to a marketing strategy which will boost the business’ confidence and enable it to respond swiftly to achievements and setbacks. Growth marketing is a type of marketing that is more long-term in nature. Every company is distinct, with its own set of consumers, markets, services, and business strategies. What is common, though, is the ability for any company to use a very scientific marketing strategy. As a result, going lean and adopting a data-driven attitude to accomplish revolutionary growth isn't only for lean and mean startups — it's for every company looking to create its own growth prospects.

​

Agile marketing is mostly about improving everything within the business processes through trial and error, and what better way to do it than with the team that is really executing the marketing implementation work?

The greatest approach to prove a new way of functioning is to put it to the test and learn from both successes and mistakes on the ground. This grassroots approach may be quite effective, particularly in smaller businesses that are already nimble.

 

Here are a few simple tests that a company may conduct with minimum disruption:

 

Begin by holding a regular standup meeting with the entire workforce.

This is a low-cost, high-return method of improving communication and teamwork. It's a little time commitment that yields a lot of benefits, such as enhancing team communication as opposed to having one-on-one talks, eliminating the need for further meetings, and providing a means to solve problems together quickly.

Record additional time from other sessions as well as how rapidly problems are handled this way vs how your team functioned before the trial to obtain more buy-in from executives on using agile marketing.

 

Create a visual picture of your projects.

Many marketers are afflicted by an abundance of work and a lack of transparency into what they've previously committed to.  When new orders come in, the team may start conducting trade-off talks by visualizing everyone's effort and making it transparent and accessible to everyone. This may be accomplished with a basic whiteboard or a simple web application like Trello or Monday.

​

There are many steps for agile marketing, but there are five basic steps that are included in marketing experiments:

 

The first is the Growth-Storm:

You begin by generating a list of potential growth strategies. You also come up with ways to test these theories. Put them in a “Growth-Storm” process document. This will act as a primary creative source for all of your expansion initiatives.

 

The second is to make execution a top priority:

It's time to arrange your thoughts once you've gathered them. Create a document called "Prioritize Execution" to keep track of previous, current, and potential experiments. Goals and forecasts for the tests you're performing should also be included in this document.

 

The document gives team members a quick and easy method to see what tests have been performed when they were done, and what the results were. This document must be accessible at all levels of the organization, from the CEO to the project manager. Running experiments in divisions makes it unlikely that insights will lead to action, especially when cross-functional abilities are necessary.

 

The third is to utilize scientific methods in the experimentation:

Each test is given its own “Method” document, which includes the following information:

• The problem: What is the problem that the test is aiming to solve?

• Hypothesis: The particular outcomes that the company is hoping to see.

• Estimation of resources: The amount of time and energy the company will require from its own team.

• Experiment with the details — implementation, components, and so on.

• Collect information: Once the test has been finished, compile the results.

• Action Points: Bringing the results into practice - optimizations and future test planning.

 

The fourth is to scale and standardize the learnings:

Utilizing the company’s new insights by standardizing important results back into the company’s product and marketing once a test has been designed, executed, and assessed is necessary to comprehend. The basic notion is that as the business can run additional tests and collect more data and insights, and it can utilize that information to create smarter tests with better predictions. Because the growth process is cyclical, the standardization phase is not the final stage. Rather, it's a continuous process of up-leveling in which teams develop a deeper understanding of their consumers and markets and translate that understanding into better user experiences, better products, and more effective marketing.

 

The fifth step is to ask these essential questions to the agile growth team.

• What are the results of the tests we're conducting? (Collecting data alone isn't enough.)

• How can we build on what's working by fine-tuning the results of successful tests? (When something works, try to figure out why it works.)

• How will we put our discoveries into practice at a large scale? (How will you use what you've learned in other parts of the business after you've figured out why?)

• What are we learning about the things we should not do? Not all tests will be successful, and it's critical to act on those that aren't.

• What is the strategy for the future? (Continue to put pressure on your people to stick to their testing timeline and create new insights!)

 

Agile marketing isn't just for the marketing department; it's for the entire company to become more transparent, responsive, and customer-focused.