EDCA in Lean Sales and Marketing

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An overview on how to implement EDCA (Explore - Do - Check - Act) in the field of Lean Sales and Marketing. Also includes an outline for standard work.

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EDCA in Lean Sales and Marketing

  1. 1. EDCA for the Lean Engagement Team Book Coming Soon! The Collaborative Cycle of Sales and Marketing
  2. 2. Please review Lean Marketing Canvas before preceding.
  3. 3. Explore thru Pull Access • Not about “Stocks of Knowledge” versus “Flow of Knowledge.” Attract • Being part of customer conversations. Achieve • Supported by a broad collection of people and resources which you can pull from.
  4. 4. Create Pull - Access Value – in – Use Service and Products are a means to an end Value Co-Creation Not for customers rather with customers Trust Real value with all stakeholders
  5. 5. Successful Lean teams are iTeams Teamwork is an individual not group skill Individuals must take responsibility for… • the quality and productivity of each team • relationships they are part of • individual accountability • the larger, shared tasks or deliverables
  6. 6. Customer Experience will mimic your Employee Experience • Know your team, design for personal & social needs • Build fun/pleasure/satisfaction into activities • Design cycles based on desired customer experience • Embrace motivators like power, autonomy & belonging
  7. 7. Explore when Problem is unknown EDCA = • What is? • What If? • What Wows? • What Works?
  8. 8. EDCA is a Journey in the Customer’s Playground
  9. 9. EDCA is closely related to Service Design Thinking Stage 1: Exploration Stage 3: Reflection Stage 2: Creation Stage 4: Implementation
  10. 10. Lean Engagement Team Value Stream Manager Team Coordinator Sales Team Marketing Communication
  11. 11. The Value Stream Manager (VSM) represents the product/service markets and the business. Team Coordinator (TC) maintains the integrity of the processes through coaching and predefined control points. The Sales and Marketing Team (Team) is a cross- functional group whose number and expertise are derived from the decision-making path of the customer. This Team does the actual sales, providing content, technical functions, trials, testing, etc. The Team Coordinator (TC) maintains the integrity of the processes through coaching and predefined control po Overview:
  12. 12. SALES EDCA/PDCA/SDCA The SALES part of the framework is where the sales team gets its directions and coaching from the team coordinator and value stream manager. Within the actual cycles the sales team is empowered to make their own choices and determine their own direction to accomplish the goals of that cycle. One of the key considerations in developing a team is to determine the objective of the cycle. Is it primarily creativity, problem-resolution, or tactical execution?
  13. 13. SALES EDCA Marketing in highly competitive markets is about exploring new propositions and innovation in the users domain . The environment determines where to start and complex marketing environments need EDCA. Within the actual EDCA cycle the sales team is empowered to make their own choices and determine their own direction to accomplish the goals of that cycle. One of the key considerations in developing a team is to determine the objective of the cycle. In EDCA, we structure for innovation and creativity. Do CheckAct Explore Select a limited set of needs you are designing for Empower the Team Locate the people who understand the user and the needs Analyze the user Sense-making: Give meaning to experience.
  14. 14. Do CheckAct Explore Select a limited set of needs you are designing for Empower the Team Locate the people who understand the user and the needs Analyze the user Sense-making: Give meaning to experience.
  15. 15. The SALES part of the framework is where the sales team gets its directions and coaching from the team coordinator and value stream manager.
  16. 16. S: Sense-making: Give meaning to experience • Create a point of view statement that defines the efforts to understand connections which can be among people, places, and events. • Understanding the problem space is many times as important as understanding the user.
  17. 17. A: Analyze the user • Define and study the user to develop insights as a starting point for defining value. • Review and focus on the service period to determine the pre-service, service and post service durations. • What are the points of concern?
  18. 18. L: Locate people who understand the process • List the members of your team • Including position and role they will play. Name Position Role
  19. 19. E: Empower the Team • Team is autonomous and completely responsible for the tasks within this stage • Clarity is most critical factor for empowering a team • Why are we doing this project? Is it clear to all participants? • What are we going to do? How will it be measured? • Who is responsible for each task? Who does it involve? • How must is to be accomplished? How do we review? • Where will it take place? Where can the data be found? • When must it be complete? • Outline Meetings, Daily Stand-ups, Weekly Tactical, Monthly Strategic and others
  20. 20. S: Select a limited set of needs you are designing for the user. • Create user stories based on this set of needs. • Team agrees to the goals and outcomes expected for this particular cycle • Team accepts responsibilities of outcomes.
  21. 21. Within the actual cycle the sales team is empowered to make their own choices and determine their own direction to accomplish the goals of that cycle.
  22. 22. E: Explore • Observe, Think and Feel: Planning is not done in isolation. Visit customers, go to Gemba for planning. • Visualization: use imagery to envision possible future conditions • Journey Mapping: assess existing experience through the customer’s eyes • Value Chain Analysis: assess the current value chain that supports the customer’s journey
  23. 23. D: Do the plan • Act and Engage: look and generate new alternatives to the existing business model • Mind Mapping & Brainstorming: generate insights from exploration activities and use those to create design criteria • Concept Development: assemble innovative elements into a coherent alternative solution that can be explored and evaluated
  24. 24. C: Check (Study) see if improvement was made • Analyze and optimize: isolating and testing the key assumptions that will drive success or failure of a concept • Rapid Prototyping: express a new concept in a tangible form for exploration, testing, and refinement • Customer Co-Creation: enroll customers to participate in creating solution that best meets their needs
  25. 25. A: Act (Adjust) • Relate and Influence: No matter how good of a idea you have, the key is still in gaining acceptance of others, build constituency . • Has exploratory needs been completed? If not, reconsider. • Can we improve through a Learning Launch (PDCA) • Create an affordable experiment • Let UX the new solution over an extended period • Test key assumptions with market data. • Document the steps to complete hand off.
  26. 26. Example of Team Member Standard Work
  27. 27. Provides Line of Sight for Team at Daily Standup
  28. 28. Team Coordinator/Leader Standard Work
  29. 29. Line of Site for resources needed at weekly tactical Can auto-populate or be completed by hand. Easily used as part of the task board in a War Room type environment. Virtual Teams can use something as simple as Google Documents or many other popular software packages. Providing a visual, simple and easily access document is the key.
  30. 30. Value Stream Manager Standard Work
  31. 31. Line of Site for Goal review at Monthly Strategic
  32. 32. EDCA uses 10 Basic Tools • Visualization: using imagery to envision possible future conditions • Journey Mapping: assessing the existing experience through the customer’s eyes • Value Chain Analysis: the current value chain that supports the customer’s journey • Mind Mapping: generating insights from exploration activities • Brainstorming: generating new alternatives to the existing business model • Concept Development: assembling innovative elements that can be explored • Assumption Testing: isolating and testing the key assumptions that will drive success or failure of a concept • Rapid Prototyping: expressing a new concept in a tangible form for exploration, testing, and refinement • Customer Co-Creation: enrolling customers to participate in creating the solution • Learning Launch: creating an affordable experiment that lets customers experience the new solution over an extended period of time, so you can test key assumptions
  33. 33. The Toolset utilized and the diagram is from the book Designing for Growth
  34. 34. 7Cs of Co-Creation Source: McColl-Kennedy 1. Co-operate (compliance) 2. Collate (sorting, assorting, synthesising) 3. Combine complementary skills, knowledge, expertise 4. Connect eg with family, friends, service providers, support groups 5. Co-learning 6. Co-produce(self service, co-design, new service development) 7. Cerebral activities (eg positive thinking, reframing, emotional regulation) When you think about co-creation you jump to innovation. There are other parts to co- creation and how you co-create depends on the level of trust you have with customers.
  35. 35. Resources Books: This is Service Design Thinking: Basics - Tools - Cases The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers Designing for Growth: A Design Thinking Toolkit for Managers Making Ideas Happen: Overcoming the Obstacles Between Vision and Reality Get Clients Now!(TM): A 28-Day Marketing Program for Professionals, Consultants, and Coaches Websites: Janet R. McColl-Kennedy: Co-creation of Value and S-D logic
  36. 36. Available on Amazon: • Kindle • CD Rom • Ring bound Available on Business901: • PDF – Instant Download Lean Marketing House Trio
  37. 37. Marketing with Lean Program Series 1. Lean Marketing House Overview 2. Driving Market Share 3. Marketing with PDCA 4. Marketing with A3 5. Lean Engagement Team
  38. 38. http://business901.com Visit the Business901 Website Information on Lean, Six Sigma, Theory of Constraints, Kanban and how they relate to Marketing. • Over 80 Free eBooks • Regular Blog Posts • Podcast with Celebrated Authors, Industry Practitioners and Leading Thought Leaders Our Mission is to bring Continuous Improvement to Sales and Marketing.

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