Post on 01-Nov-2014
description
Lean marketing lab Sales and marketing learning community dedicated to
the user experience.
You can't write and teach Lean Sales and Marketing. It is a Learn by
doing approach. It is choose one problem and solve one problem. What we can do is provide you a platform through the recommended books and
tools, teach them and incorporate feedback as you put them into practice.
Being part of this community will allow you to interact with like minded individuals and organizations, purchase related tools, use some free ones
and receive feedback from your peers. There is no cost to join the site
and participate in the discussions. There is a separate paid section described below for added services.
What makes Lean Sales and Marketing different is the system.
The steps of Lean S & M are first you go and see the initial practice, the user. Second, you form a working vision from the user experience, an
ideal situation of where the user wants to go. Third, you visualize the user's process. If you do that, it's obvious to see what your next reaction
should be and when to trigger it.
We introduce the tools into the process very early through the books, PDFs and Word and Excel documents. It is a form of self-study and exercises to
understand your processes better. They are a way to look at problems, not solve problems. Many people buy the latest software, the latest book or
even the latest methodology to implement some sort of solution, thinking
it will make them better. What makes you better is using the tool rigorously, so you understand your problems and your own processes and
then with hard work, take the time to figure out how to solve your prob-lems. It's this process, that empowers you and which leads you to create
better and more performing processes.
Lean is a journey. As my friend Dr. Michael Balle says, “Lean is not a revolution; it is solve one thing and prove one
thing.”
I look forward to your participation in the Lean Marketing Lab!
- Joe Dager, Business901.
Value Stream Mapping Icons — Draw a few!
Service Icons — Draw a few!
Draw a few!
Where do you perceive your company?
1. Pick only 1 Value Proposition
2. How can you improve it?
3. What strategy will you use for retention?
4. What strategy will you use for acquisition?
5. How will it be managed?
How would you sell to your own company?
1. Make a list of diverse vendors and put in order.
2. Describe qualities and relationships you have with each.
Opportunity: _________________________________________________
Key Issues: _________________________________________________
Sales Sheet— My original Sales and Marketing Funnel
Customer: Date:
Resources: Our Range Their Range
Timing: ______________________________________________________
People/Skill: __________________________________________________
Money: ______________________________________________________
Proposed Solution:
Timing People Money Constraint
Relationship:
Lessons Learned: ________________________________________________
______________________________________________________________
______________________________________________________________
Future Account Strategy: __________________________________________
______________________________________________________________
Decision Process:
Is Lean Sales and Marketing a good idea?
Pro Con
Root Cause Analysis of Success
What you do:
HOW you do WHAT:
WHY you do WHAT you do Bonus Question WHY does anyone care?
5Cs of Driving Market Share5Cs of Driving Market Share
Sales Sheet— Sales and Marketing Funnel #2
SD Logic — Value is derived thru Use - from the Customer Perspective
Product/Service Functional Emotional Social
Pain
(fears, frustrations, obstacles)
Gain
(wants, needs, measures of success)
What does he/she
See
(environment, friends, what the market offers)
What does he/she
Hear
(friends, boss, influencers)
What does he/she
Think and Feel
(what counts, preoccupations, worries, aspirations )
What does he/she
Say and do
(attitude, appearance, behavior)
Adapted from xplane.com
Empathy Map
What is your Customer’s Hierarchy?
Where do you fit?
How does a customer perceive you?
Can you list where your competitor’s are?
Where do you want to be?
Pre-Purchase Purchase Post Purchase
Touchpoint
Functional
Emotional
Social
Front Stage
Back Stage
Support/Resources/
Budget
A Journey Map for each Market
Sample Improvement Cycle
What is low cost, low investment, low risk way to try out a solution?
What can we do __ weeks?
What will we learn?
How will we know it was successful and for whom?
What are the new measures of success?
What resources will we need?
People, Time, Money, Skill?
What key questions do we need to ask and answered?
How will we gather and capture the data?
What are your Tactics & Strategies?
EDCA
PDCA
SDCA
Effectiveness & Time
Advancement
I would recommend that you create your own iCustomer chart with your own scaling. Change the vertical axis to your own progression of products (See the The 7 step Lean
Process of Marketing to Toyota). If there are no plans ever to co-create products with a customer, why put it on the horizontal axis? Make the iCustomer your own and debate it internally and externally. Leave it become a discussion point.
Note: The idea of the iCustomer Level came from the book Designing Your Organization: Using the STAR Model to Solve 5 Critical Design Challenges.
On the vertical axis use the Progressions of Economic Value and
corresponding to a level of Progression of Value Intelligence. The Pine and Gilmore description of each stage suffices for the needed
scaling:
If you charge for stuff (noise), then you are in the commodity
business
If you charge for tangible (data) things, then you are in the
goods business.
If you charge for the activities (service) you execute, then you
are in the service business.
If you charge for the time (experience) customers spend with
you, then you are in the experience business.
If you charge for the demonstrated outcome (wisdom) the cus-
tomer achieves, then and only then are you in the transfor-
mation business
The iCustomer level is not a tangible number. It is strictly based
on the degree of interaction your organization needs based on the products/services it is delivering. You cannot afford to give high
level support when delivering a commodity. Nor can you give a low level of support when you are part of a transformation. There is
not wrong or right answers but is meant to serve as a guide. It is a way to create a path for discussion, such as:
Are we supplying to little or not enough interaction?
Do we view our position the same as customers do?
What is (is not) working?
What is the expectation of the other?
Who/What needs to be communicated?
What type of support is needed?
Can I strip something away and sell it as a commodity?
Can we add support and sell it as an experience?
There are two components of the iCustomer Level. One is the depth of your organization’s customer interactions. Second is the Progressions of Economic Value and as it corre-
sponds to a level of Progression of Value Intelligence as described in Pine and Gilmore’s The Experience Economy: Work Is Theater & Every Business a Stage.
Starting on the horizontal axis, review both ends of the spectrum with 0 as no interaction and Co-creation of products as a 10 and the highest form of interaction. On that scale of 1 to 10, rate the state of interactions with your customers today. It will have more value if you do this by individual customer segments.
What is your iCustomer
Value Stream Manager
Team Coordinator
Sales Team
Marketing Communication
Lean Engagement Team Your Engagement Team
Hoshin Kanri Road Map for Sales and Marketing
Appreciative
Inquiry
Plan Do Check Act
Discovery: Identifying your positive core the best of “What is” Dream: Images of shared visions on how
group will function. “What might be?”
Design: Align values,
structures and process
into the ideal. “What
Destiny: Co-construct sus-
tainable learning compe-
tencies “How to empower, Design Strategy with X-Matrix Charter Teams thru Policy Deployment
Check Progress in
Conduct the Experiment
Transform Organization through
Prioritize Create business strategy as an experi-
mental design by analyzing the business as
a complex system, identifying truly critical
factors and their interaction effects .
Engage the entire workforce in con-
ducting the experiment by formally
chartering departments and teams at
every level in the organization. Standardized work provides controlled conditions
for execution of the experiment. Promote adher-
ence through intensive training in productivity and
quality methods before initiating.
Empower your workforce of
scientists to check results
and make adjustments in
real time. Manage excep-
tions through your business
operating system.
Make new knowledge part
of standardized work
through PDCA embedded in
daily operations. Coach and
mentor to develop leaders
at every level.
Action Teams Action Teams Hoshin Team
Hoshin Team
Operational Teams
Tactical Teams 1. Define the elements of
strategic intent
mission & vision
long-term strategy
2. Scan environment
1. Supplier Hierarchy
2. Market Fit
3. Journey Maps
4. Balance Scorecard
5. Value maps
6. President's
diagnosis
Build a midterm strategy
and the annual hoshin
1. Identify 3-to 5-year
breakthrough opportu-
nities
2. Forecast financial re-
sults
3. Determine measures of
process improvement
4. Study interdependen-
cies
5. Identify 6 to 12-month
tactics
6. Establish annual targets
for process and results
7. Study new interdepend-
encies
Play catchball, rounds 1 & 5
1. Prepare for the meeting
2. Introduce the hoshin
3. Discuss the plan
4. Charter tactical teams
5. Study the plan
6. Complete and confirm
the tactical plans
Play catchball
rounds 2, & 5
1. Prepare for the meeting
2. Introduce the tactical
project plan
3. Discuss the operations
plan
4. Charter operations
teams
5. Study the plan
6. Complete and confirm
the operations plan
Play catchball
rounds 2, 3, & 4
1. Finalize project plans
2. Apply EDCA methods
3. Apply PDCA methods
4. Manage internal and
external customer
connections visually
and unambiguously
5. Use scientific methods
and tools
Develop leaders who can
teach
Apprenticeship
Kaizen
Train-the-trainer
Quasi-apprenticeship
Statistics
Note: Teams at all levels
participate in leadership
development, but responsi-
bility lies with the hoshin
team leader.
Becoming lean cannot be
delegated.
Manage visually
SDCA
Visual project
Visual hoshin
2. Conduct meetings
Daily 5-minule
Daily management
review
Weekly
Monthly
Quarterly
Annual
3. Conduct president's
diagnosis
Analyze and score
development
1. Promote adherence to
standardized work
2. Develop leaders and
make succession plans
3. Train, coach, and men-
tor
4. Repeat the hoshin cycle
SCAN
Adapted from the book Hoshin Kanri for the Lean Enterprise by Tom Jackson