A Proposal for a Standard With Innovation Management System

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Monica Izvercianu and Cella-Flavia Buciuman The foregoing is in fact the basic idea and somehow the starting point for the paper’s authors when creating the presented Scrum framework. There are many similarities between how software projects and the way marketing projects are developed. The usual Product Backlog from Scrum was considered to be a Marketing Backlog from which before the beginning of every Sprint a Campaign Backlog will be created. Traditional marketing planning may take six month to a year, but the use of an agile methodology allows the marketing team to adapt to fast-changing market conditions and respond immediately to customer needs. Instead of setting from the beginning the marketing plan, marketers can start by setting the objectives and defining the KPIs for those objectives. The use of Scrum in marketing may have many benefits most of the problems can be detected at early stages and can be resolved quickly and with minimal losses. This is where the transparency offered by Scrum occurs, each member of the marketing team is reporting the difficulties he is experiencing, having in mind that this may influence the entire work group. Objectives or even marketing campaigns can be improved from one Sprint to another without affecting the overall project development. The paper outlined how can the particular roles and meetings used in Scrum for software development can be defined for marketing projects development. In order to measure the progress of the marketing campaign the authors defined several Key Performance Indicators and gave an example of how the first iterations of the marketing project might look like (Figure 3). We find that the benefits of agile marketing can be emphasized by the positive impact on the marketing budgets and on the level of customer satisfaction. Costs can be kept under control by adjusting change from one Sprint to another and not at the end of the overall project. Also customers receive an increment of the product after every Sprint and thus gaining more confidence in a company’s marketing system. This leads to a reduction of the financial risks imposed by any kind of project implementation. Marketing managers may always switch from one campaign to another if after the first Sprint the campaign seems to be unsuccessful without major prejudice to the entire marketing project. 5. Conclusion As marketing projects have a high degree of uncertainty, organizations should look beyond the traditional project management methodologies and try to adopt agile methods like Scrum. The Scrum framework created in the paper represents the authors’ proposal of how an agile method like Scrum may be applied also in other fields than software development. Considering that the research on Scrum is still in its infancy in marketing, the presented framework can be used as a guideline in managing a marketing process. The use of the present Scrum framework for marketing can make the planning process much more flexible. Marketing plans based on Sprints are short-term marketing plans and can be much more effective for a company. New ideas, goals or objectives may be constantly added in the Marketing Backlog, to keep evolving the marketing project or campaign and every performance report will indicate the progress towards the marketing objectives. As the authors mentioned the effectiveness of agile marketing is reflected by the use of certain KPIs but regarding this issue, every organization will individually define its metrics that will clearly reveal the progress towards its marketing goals. Future research is needed in this field in order to increase the confidence of companies for agile methods for marketing. The proposed Scrum framework will be used to develop a larger prospective study of using Scrum in marketing with comparability across several marketing projects. References Accardi-Petersen, M. (2011) Agile Marketing, Apress Media LLC, New York. Ambler, T. and Kokkinaki, F. and Puntoni, S. (2004). ”Assessing Marketing Perormance: Reasons for Metrics Selection”, Journal of Marketing Management, Vol. 20, pp. 475-498. Cohn, M. (2002) “An overview of Scrum”, [online], MountainGoatSoftware Resources, http://www.mountaingoatsoftware.com/presentations/30-an-overview-of-scrum. Cohn, M. (2010) Succeeding with Agile. Software development using Scrum, Pearson Education, Inc., Boston. Iver, M.R., (2009) “Scrum is not just for software”, [online], Scrum Alliance Resources, http://www.scrumalliance.org/resources/548. Kerzner, H. (2009) Project Management: a systems approach to planning, scheduling and controlling, John Wiley & Sons, Inc., New Jersey, 10 th edition. O’Sullivan, D. and Abela, A.V. (2007) “Marketing Performance Measurement Ability and Firm Performance”, Journal of Marketing, Vol. 71, April, pp. 79-93. Rasmussen, N. and Chen, Y.C. and Bansal, M. (2009) Business Dashboards: a visual catalog for design and deployment, John Wiley & Sons, New Jersey. 330
Monica Izvercianu and Cella-Flavia Buciuman Rico, D.F. and Sayani, H.H. and Sone, S. (2009), The Business Value of Agile Software Methods, J.Ross Publishing, Inc., Fort Lauderdale. Schwaber, K. and Sutherland, J., (2011) “Scrum Guide”, [online], http://www.scrum.org/scrumguides. Sutherland, J. (2010), “Scrum Handbook”, [online], The Scrum Training Institute, http://jeffsutherland.com/scrumhandbook.pdf. Sutherland, J. and Solingen, R. and Waard, D. (2011) “Scrum in Sales”, [online], http://jeffsutherland.com/ScruminSalesAgile2011.pdf. 331
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Proceedings of the 7th European Con
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Contents Paper Title Author(s) Page
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Paper Title Author(s) Page No. Netw
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Paper Title Author(s) Page No. Impa
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Preface These proceedings represent
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UK); Erdei Gábor (University of De
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and innovation management and strat
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neering and Cost Analysis, at under
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Izold Guihur is a professor of mana
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Bala Mulloth is an assistant profes
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Jiro Usugami is a Professor of Mana
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Ioannis Akritidis and Alexandros Ka
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Service Design Systems Driven Innov
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Mohammed AlSudairi and TGK Vasista
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Christos Apostolakis, José Carlos
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Certifying Innovation: A Proposal f
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3. The certification of IMS Anna Ar
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Anna Arnò, Stefano De Falco and Gu
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Anna Arnò, Stefano De Falco and Gu
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The Main Drivers of Financial Innov
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Claudia Gabriela Baicu, Olimpia Sta
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Fernando Barbosa and Fernando Romer
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Maria de Lurdes Calisto and Soumodi
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2. Innovation Luísa Carvalho, Tere
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Luísa Carvalho, Teresa Costa and S
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Enterprise Potential of Portuguese
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Maria Isabel Carvalho et al. Peterm
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Maria Isabel Carvalho et al. � H5
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Maria Isabel Carvalho et al. 325 re
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Maria Isabel Carvalho et al. Since
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Maria Isabel Carvalho et al. Lee, L
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Adina Catana and Lavinia Delcea the
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Adina Catana and Lavinia Delcea Wit
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Adina Catana and Lavinia Delcea Sou
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Adina Catana and Lavinia Delcea 2.3
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Adina Catana and Lavinia Delcea 201
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The use of Multi-Criteria Analysis
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Piotr Chwastyk innovation. Stage-Ga
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Piotr Chwastyk participation of a t
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Piotr Chwastyk properly conducted a
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Ana Cordeiro and Filipa Vieira Comp
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Ana Cordeiro and Filipa Vieira The
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Ana Cordeiro and Filipa Vieira With
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Ana Cordeiro and Filipa Vieira Comt
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Teresa Costa and Luísa Carvalho ac
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Teresa Costa and Luísa Carvalho or
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Project name Public target “Capit
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Teresa Costa and Luísa Carvalho Ta
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Appendix 1: Interview guide Referen
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Does it Make Sense to go Against "S
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Oscar Cristi, José Ernesto Amorós
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Pat Daly and James Walsh organisati
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Pat Daly and James Walsh positive i
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Pat Daly and James Walsh Having int
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Pat Daly and James Walsh McGrath, R
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Luc De Grez and Dirk Van Lindt succ
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3.3 Method Luc De Grez and Dirk Van
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Luc De Grez and Dirk Van Lindt Wilc
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Nanotechnologies and Eco-Innovation
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Aurelie Delemarle and Claire Auplat
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Carine Deslee are concerned. We wil
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Carine Deslee Innovation. Its aim i
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Carine Deslee of how Participative
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Carine Deslee To conclude, we show
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Motivations and Attitudes Towards F
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Anca Otilia Dodescu et al. business
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Anca Otilia Dodescu et al. intuitio
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Anca Otilia Dodescu et al. funding
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Fostering SMEs and Innovation: Chal
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Anca Dodescu establishing an effici
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Anca Dodescu performance external t
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Acknowledgments Anca Dodescu The pa
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Entrepreneurial Capital: The Experi
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Thomas Domboka performance of their
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Thomas Domboka What seemed apparent
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Belonging to business Associations
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Thomas Domboka comparative study wi
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Carolyn Downs Lambros Lazuras and P
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Fostering Creativity and Innovation
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Claudia Erni Baumann, Frank Zoller
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Entrepreneurial Attitudes and Perce
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3. Methodology 3.1 Data Paula Odete
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Country Paula Odete Fernandes, Joã
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Paula Odete Fernandes, João Ferrei
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Paula Odete Fernandes, João Ferrei
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Potentialities of Public eProcureme
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Isabel Ferreira and Luís Alfredo A
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Ana Ferreira et al. micro gas turbi
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Ana Ferreira et al. Figure 1: Portu
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3.2 Benefits of micro-CHP Ana Ferre
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Ana Ferreira et al. Figure 3: Growt
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The Influence of Innovative Capacit
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3. Methodology Sample and Data Joã
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João Ferreira, Mário Raposo and C
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Stelian-Cornel Florica and George D
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Brendan Galbraith et al. Competiven
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Brendan Galbraith et al. The proces
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References Brendan Galbraith et al.
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Where are They now? A Entrepreneurs
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Laura Galloway, Isla Kapasi and Geo
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6. Discussion Laura Galloway, Isla
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Oleg Golichenko and Svetlana Samovo
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Elissaveta Gourova, Ivan Draganov a
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Page 312 and 313: Heiko Haase, Mário Franco and Ant
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Page 326 and 327: Takashi Hirao and Yusuke Hoshino ma
Page 328 and 329: Takashi Hirao and Yusuke Hoshino Fu
Page 330 and 331: Jukka Huhtamäki et al. innovation
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Page 346 and 347: An Agile Approach for Measuring the
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Page 354 and 355: Prosumer Involvement in Innovation
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Page 370 and 371: 7.2 Managerial contributions Maroun
Page 372 and 373: 1.1 Innovation management Magdalena
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Page 380 and 381: Ontologies Enable Innovation Jussi
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Peter Kiryushin, Bala Mulloth and T
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Peter Kiryushin, Bala Mulloth and T
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At the Intersection of Dynamic Capa
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3. Hypothesis development İpek Ko
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Organizational Learning Capability
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İpek Koçoğlu; Salih Zeki İmamo
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İpek Koçoğlu; Salih Zeki İmamo
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The Significance of the LGBT-Commun
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Thomas Köllen, Regine Bendl and Sa
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Crowdinvesting, an Innovative Optio
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Hanno Kortleben and Bernhard Vollma
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Hanno Kortleben and Bernhard Vollma
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Appendix 1 Hanno Kortleben and Bern
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References Hanno Kortleben and Bern
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2. Quality management in services Y
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Yvonne Lagrosen and Stefan Lagrosen
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Yvonne Lagrosen and Stefan Lagrosen
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Innovation and Entrepreneurship Stu
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Hans Landström, Gouya Harirchi and
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Exploring Regulatory Focus, Entrepr
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Zaidatol Akmaliah Lope Pihie, Afsan
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The Size of an Enterprise and Enhan
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Ladislav Ludvík and Jindra Peterko
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MariaJesus Luengo and Maria Obeso I
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MariaJesus Luengo and Maria Obeso O
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MariaJesus Luengo and Maria Obeso A
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MariaJesus Luengo and Maria Obeso s
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