Applied Learning Objective |
Activity |
Results |
| Individual and team PDPs completed – SMART goals | Team PDP matrix made in consultation with Marketing Director and then discussed and shared with other team members Team Objectives 2016
PDP objectives for team members take into account development opportunities – i.e. Marketing Executive taking on more responsibility in transition to Senior Executive role
|
Mid year PDP reviews completed – updates made accordingly
New team members being on-boarded this year – need to bring into framework Transitions for team members into expanded roles; feedback submitted and business case in review Team is currently delivering on subscriptions goals Growth on new products needs continued support in line with growth cycle
|
| Navigate immediate marketing team through changes in roles, projects and line management reporting | My role changed to step back from direct line management to a more consultative overall role. Therefore I had to shift my management style to become more of a guiding mentor.
My role is changing again now as I’m recruiting for and onboarding new staff. |
Feedback throughout the process has allowed us to manage and perform as a team to date
Preparations for future changes are underway – after the performing comes the adjourning of teams and time to start up again! |
| Benchmarks for marketing team success | Individual team members have taken the responsibility of updating weekly figures for audience development, actual subscription sales, and new product success. | Various reports feed into an automated Portfolio products report that is shared throughout the team so everyone know how projects are progressing on a bigger picture scale
Quarterly wider team marketing reviews are held to share success and understand changing objectives |
| Achievement of subscription acquisition goals | Strategy – drive subscription sales through achievement of top line audience figures (visits, registrations, barrier visits, barrier subscriptions) on newscientist.com
Marketing tactical executions had to be aligned with editorial and technology on a daily and weekly basis – so we began stand up meetings every day to get on the same page with actions including:
|
Daily stand ups began in week 18 – as of week 20 we have been hitting nearly all of our KPI metric targets and as a result have been driving increased subscription acquisitions to RF2 target for the months of May, June, July and now August.
RF3 and BGT 2017 reforecasts include trends of volume and revenue uplift (assuming current exchange rates, Christmas campaign performance and current support) Google Calendar is shared with all staff for transparency of digital promotional activities
|
| Benchmarks for web team success | Provide the backbone of analytics support and metrics for newscientist.com and share these monthly with the Commercial Product Manager, Head of Technology, Digital Editor, Marketing Director and Publishing Director
Implement new ideas to drive increased audience growth and subscriptions conversion growth |
Web metrics as of week 20 show very positive trends with key website developments including improvements in site speed, logging in functionality, site stability to handle heavy traffic loads, reductions in 404 errors
Monthly website meetings to review and report on progress are held Business proposals made by Head of Technology with my additions of commercial implications
|
| New product success and continued growth – shifting from start-up to scale-up | Game Changers business product launched this year by Commercial Product Manager – recommendations were given on digital marketing strategy for this product
I was asked to pitch in to help with the digital marketing and audience development to support New Scientist Live ticket sales in July |
Game Changers website audit was submitted to the Commercial Product Manager and Head of Technology to prioritize future opportunities accordingly
NS GameChangers SEO content amplification suggestions
New Scientist Live website audit was submitted to Marketing Director, New Scientist Live Marketing Manager and Head of Technology for prioritization and actioning of digital marketing opportunities; I have since become more hands on in adding NSL figures and activities into the same daily stand up that supports subscription sales
|
APPENDIX NOTES
Managing Performance for Business Success
- RBI Talent Development Process
- Teamwork Processes- what makes a good team?
- Purpose
- Structure
- Interaction
- Power & Authority
- Values
- Climate & Culture
- Benchmarking for areas of the business
- marketing effectiveness
- performance products/ activity
- content effectiveness
- premium features AD grid from old
- new content: People section within the features section
- new content: Analysis within the news section
- 15% Audience Growth
- Free week
- Price test modelling
- Across geographies & culture – AU & US
Impact on performance through change
Team dynamics
Accountability and empowerment
Effective performance communication
Kim Karman 
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